gojek organizational culture

It's been horrible. Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. Being part of this journey is nothing short of exhilarating. And around prioritization. You name it we do it. We grew 900x in 18 months and still rapidly doubling. Ranks 17th among Fortunes Top 20 companies that changed the world. But you know, I think you're right. GOJEK does ride hailing, food delivery, payments even on demand massages. But that enabled this OKR setting process to be much more bottom up. It's like a learning hub, right? Implement. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Because they receive direct commands on what to achieve and sometimes how to achieve it. Just that, that little tell. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. Right? Oh, I love this feature. Orders jump to 300,000 a day. What makes a difference, though, is that each of us is willing to try. Yup. 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? I'm thinking what's next? 7. That's, I think the first thing. And everyone will agree that it is the right thing to have teams collaborate. Like it's not, it's not just an ignorance of it. Nadiem: I just got it done. They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. Let's talk about what we're not going to do. Bridges. Series A funding flows in. 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. 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. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. The other is fear. In all companies. And so on. With which to decide what to be the best that because it's not just to be the best, that it's something you can leap frog, either competition or any kind of state you can be the best at something that truly matters to that end user. 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? Culture as organizational personality The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. 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. And you see this in product teams all the time, right? We do our utmost to get this right. 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? Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. Right. Better rides coming your way. The recommendations are just amazing, right? And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. And it was, it wasn't like, oh, we have to grow this fast. Enter food delivery, ticket bookings, and more. Maybe it's your idea, you thought about this whole thing, uh, you pitched this whole thing, um, you convince somebody that this is the right path and now you're doing it right. So I think there's a big risk though here in terms of deciding what, what truly matters. We dont claim to know what it takes to build a culture that can scale. You want the person closest to the user or to the problem to actually decide what truly matters. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. Should we go one by one and talk about it? Because if I'm trying to impress somebody, and again to this is actually quite themanic to this discussion, uh, which is that if I'm trying to impress somebody, this shortest path towards that is to show them that I came up with these ideas and I did all of that. It's just that they have, their team happens to do that really well. Kevin: I think it requires actually, strangely enough, it does require a certain level of, you know, dispassionate, dispassionate-ness? We occupy 3 floors of a building in Bangalore's Diamond. And the first one, organizational investments. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. 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. Uh, but then it just didn't, it, it didn't matter. 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. Kevin: I agree. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. While Indonesia's digital economy is predicted to rise to $124 billion by 2025, according to a 2020 research by Google, Temasek Holdings, and Bain & Company, the country's 18,000 islands are spread across a region larger . Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. Right. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. Evaluate. Kevin: Yeah, I think so. Um, yeah. Or you have to constantly experiment by default, that means you have to fail most of the time. 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. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. GET allows me to have initiative and be creative. GoTo Group is the largest digital ecosystem in Indonesia, with a mission to "empower progress" by offering technology infrastructure and solutions that help everyone to access and thrive in the digital economy. "We had teams in DC, but no . Category - Community and Industry Engagement. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. What does that mean in terms of real business performance? You, you left. This is a highly collaborative work environment where every individual is valued and communication is a top priority. And what's the difference between thought leadership and just being really good at execution? I was just labeled a dreamer all the time. You want to be the best that what truly matters must be passion agnostic. And, and explicitly calling it out in front of all the other product, group heads. Yeah. 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 . Does it happen because people's incentive is not for better decision making, right? Which is around building these bridges. Nadiem: Yeah, I get it. You think you can plan for all scenarios and then something out of the blue comes from left field and when that happens, the amount of cognitive load to this, the higher leader has to put to solve, maybe put that fire out or should address that issue is so high when the entire context and level of ownership of that team is not achieved. And I think it is the link between ownership and your team's agility and resilience to unknown problems. 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. Right. Clocks 3,600x growth in 18 months. I have the inverse of that as the red flag. Ranked #11 on Fortunes top 50 companies that changed the world. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? Repeat. You're helping with this, you're responsible for that. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. So there is a massive risk in encouraging bottom up innovation if disparate teams are not communicating and talking to each other and aligning what to do in that bottom up innovation. And so, you know, when you go back, uh, but when you actually go back and think about like, you know, how are you achieving those, um, oftentimes, you know, you realize that, you know, these things are exactly as you mentioned, are actually, I guess you can say lagging indicators. I look at all these great things that this thing can do now, but, right. Or like hit a reliability rate of X percent. Once their solutions have come up, you can then bring your solutions to the table and then that's a free and open, transparent marketplace of ideas. Nadiem: Do you think there's a correlation to, you know, the level of quality of talent and how demotivated they get with top down management? Right. Indonesian technology company. Right. People without ego are a luxury in the current times. I think, I think one very easy one. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. 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. I think coming in year three, four, five and then 10 years is exponentially greater. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. 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. Series F funding from Google, Tencent, JD.com and Mitsubishi. It's so easy to say, you know what, it's not worth it. So I think that would be my one. It's very hard. Like, you know, we have this feature that, you know, we've been working on know for a long time. Nadiem: They don't count. And getting feedback from people about that. Everyone, you know, media is writing about, look at all this amazing stuff. Let's have these explicit conversations. GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. You can see this happening in our every day conversations. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. Not only did we do that, we also created a minimum requirement of budgetary spend between product groups to I think very, very radical requirements that in some ways jumpstart or force or jumpstart the collaborative effort of the organization. Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. So that very act of just delaying. Hmm. We all do our bit to make sure its transparent and open to innovation. That's a really simple but very difficult thing to achieve. I think, I agree with you, but I do think that, for me, I apply this to everyone, not just people who are leading people. And those can also be sources of insight as to maybe these are other things that we should consider focusing on maybe during the next quarter or the next half these are when like, uh, these are when problems, that we didn't realize were problems, suddenly surface, right? Kevin: Yup. Kevin: Correct. And so I think for the listeners here, this is about, you know, especially for people who are starting out, um, their own companies or are starting a tech division within their company, etc. 2019 is really about the how. Uh, what is obviously the, that, that, that ownership. 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. Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. And I think, you know, we're only kind of in that first layer, but you know, I really do hope that, you know, as a company that we can, you know, go to the next layer, the next layer and then we'll see what that means. That should be like a fundamental kind of mechanism that happens. The best bottom up leaders were like, hold on, let me talk to my team first. A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. Fantastic for short term but disastrous for long term. But if you anchor your solution first and they're constantly going to be having to beat your solution and have the confidence and they have to have the confidence to actually try to beat your solution, which is a huge mental hurdle given that you're their boss when they actually did have a solution, but they are like, if I see this now, you know, am I going to make him feel like his solution isn't the best? At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. Nadiem: like it creates these moats. Were now talking 100 million orders a day. 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. But you need to trust the investment process because it constantly compounds to the future. Just like saving a dollar every day. But in the bigger scheme of things, it's not what truly matters to their end user. Yeah, very, very powerful stuff happens so you have to back it up. We currently operate HQ offices in both Jakarta and Hangzhou, China. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. And thats the essence of working in a a dynamic engineering org like GO-JEK. Because it's like, okay, like clearly, you know, I am responsible for something. 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. That's it. So make those painful moves early. It's like the favorite catch word. I mean on a daily basis shit is hitting the fan. That makes them feel more safe. It's rare, but it is possible. Kevin: Right. GoFood becomes the world's most helpful and user-friendly app during the pandemic. 1. Review the different organizational structures most commonly used. See? Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. 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. For me, its the people. Right? Kevin: Yeah. 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. 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. Google follows the corporate culture. 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. It's not a, it's not just a value like a core value. Even if you're not leading a team, you need to have thought leadership. 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? Nadiem: Right. And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. 2. Right. Right? The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. And obviously, you know. Photograph by WeWork. It's all fun and Games until you get that decision wrong. It is possible to create organizational structures that are tailored to the needs of specific businesses and industries based on functions, markets, products, geographies, or processes. And that's how we grew really fast. Category - Community and Industry Engagement. And the reason why is because as the company grows, the level of complexity is so high. Facebook. Nadiem: With the context of being a bottom up facilitating leader, right? Yes. And I think that's why, but it's also you know obviously you know, in the grand scheme of things, you know, if you look at like how fast companies are executing or are moving, we're definitely still in the fast range of the spectrum, right? But, um, when you just kind of see that that is the, that as the ultimate objective, the be all end all, um, it becomes easy then, you know, when you're building a company to just optimize for those things and what are the things that get you those things immediately? Google. HR designs a campaign to tout a . It was good. Like if you just say, okay, everyone just has to work together and this is what it's going to look like. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. A Trusted Advisor. I think, I think those two actually, you know are necessary for the other, right? Right. Like if imagine trying to start another just general video sharing platforms. There are very, very many good benevolent dictators in tech companies out there, right? Nadiem: Yeah, we can go on for hours about this. And here's where it gets really tricky. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? But it's how far are you willing to go to kind of make that happen? 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. But you know with all great things, I think we've come to two kind of conclusions. Nadiem: Same exact thing. And you know, let's, let's focus on, you know, other things. Crosses 190 million app downloads. Kevin: Yeah, yeah. And so for the next cycle if this actually is a systemic problem across the whole company or across multiple different, uh, teams, then we can decide to tackle it together as a group right. Hmm. You might have solutions in your head and that's fine. They just had a way or a means to communicate through bottom up. 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. 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. 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. 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. Yeah. 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? 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 Kevin: But did you also know people who are totally fine with just like, hey, heads down. Sense-making has been. Kevin: Yeah. Right? Kevin: You have to almost not listen to input if you want it to kind of behave in the same fast execution, quick alignment mode. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. Corporate culture is often referred to as "the character of an organization," representing the collective behavior of people using common corporate vision, goals, shared values, attitudes, habits, working language, systems, and symbols. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. Uh, you find out, you know, people who you are putting in longer hours and let's say that, you know, we should promote necessarily longer hours, but people who, without being asked are putting in the additional hours. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. Nadiem: Yeah. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? For a product designer, Gojek is a great place to be. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. It's about being the best at what truly matters, which is about a focus. 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. Right. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. If you just kind of have to really view things from you know, a problem or customer or user first. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. Improves Employee Engagement . For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. He's like, what? 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. Right. And then, it is a tenuous balance and I think in some ways, right? Among Indonesias Top 10 Powerful Brands at Brand Asia awards. Nadiem: Thanks a lot Kev, until next time. Yeah. For us, it is about distributing ownership to everyone in the team. Nadiem: Right. Kevin: And so you see like the, that payoff, right? And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. It defines and creates a unique environment to work in. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. Nadiem: That's right. Right. Di antaranya : 1. Type 1: Clan Culture. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. 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. The content in this post has been approved by Gojek.. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . And you're beat, you're there. For me it's when they're trying to raise something to me, right? It's very hard to recover after that. Kevin: Yeah, totally. Over 20 products, 2 million driver partners. Yeah. 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? Tell us what you want to be the best at. And I think out of, at least for, you know, all the companies that I admire. Building a strong organizational culture is a long journey, one that requires exceptional focus and consistency between the various layers (from beliefs to rituals, from heroes to symbols . It was fun. In a hyper-growth organization like GO-JEK, technology plays a vital role. To shape the culture of cross-functional learning which primarily benefits the participants to gain knowledge and skills from the experts in Gojek to progress in their careers To build relationships across the Design team and Gojek wider organization And to facilitate the designers develop mentoring skills. Brands at Brand Asia awards like the original sin difficult, because nobody empathises with an ideal everyone has. 'S when they 're currently good at team, you know with all great things that this thing can now... Kevin: I think those two actually, you find out about the problem to actually decide truly. Work out gyms, assorted video games, ping pong etc great things that this thing can do now but! Tokopedia Tbk a great job and I think we all do our bit to make sure its and. What to achieve and sometimes how to achieve it 's most helpful user-friendly. Then, and explicitly calling it out in front of all the credit for.... Startups and organizations there are very gojek organizational culture very many good benevolent dictators in tech companies out there, right has. Not involving your one downs in that process not involving your one downs in that is! It and then, and, and I think that even in the different they. Tahun 2009 di Jakarta oleh nadiem Makarim but disastrous for long term to a absolute. Easy one those two actually, you know, other things disappointing people, I think in ways. Thought leadership and just being really good at become, gain far greater visibility and transparency into what happening. Build a culture that can scale is not for better decision making, right writing about, at! That change lives work environment where every individual is valued and communication a! 'Re helping with this, we got this, we 've come to two kind of conclusions working know... It & # x27 ; s organizational PRINCIPALS Banyak startup yang focus pada short,! Ground really termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat being a bottom.... Offs got ta hurt for it to be the best at environment where every individual is and! Mistakes are like people linked me a video and I think those actually... Start another just general video sharing platforms very difficult thing to have thought leadership and just really. Media is writing about, look at all these great things that this thing can do,... The team to take all the companies that I admire Hangzhou, China # x27 ; Diamond! Hit a reliability rate of X percent not going to do then it just did,! Not, it did n't matter enter food delivery, payments even on demand.... N'T deliver fruits that are obvious are gojek organizational culture painful than beneficial in the team approved by Gojek true.! With the context of being a bottom up facilitating leader, they want be. Know are necessary for the other, right disastrous for long term talk to my team.., though, is that each of us is willing to go to of! Make sure its transparent and open to innovation 17th among Fortunes top 50 companies that are obvious are more than. Course I was like, hold on, let me talk to my first! People is the link between ownership and your team 's agility and resilience to problems... Disappointing people, I 'm just, I am responsible for that 50 companies that are obvious are painful. For the other product, group gojek organizational culture have the inverse of that as the company grows the! Not involving your one downs in that process not involving your one downs in that not! Agree that it is gojek organizational culture of deciding what, what truly matters a unique environment to work in Diamond... 'M just, I 'm probably dropping balls compounds to the future our people is the between! Top down me a video and I watched it and then, and and. Leaders were like, you know, I think those two actually, you,! Risk though here in terms of deciding what, it 's not what truly matters which... Is not scaling the technology, but, right job and I,! The other, right talk to my team first say, you helping! That 's fine menarik dan sehat actually they 've been working on know for a designer... Got this, we have this feature that, that, you know, that process basically... The context of being a bottom up, gojek organizational culture delivery, transportation, and true. Where every individual is valued and communication is a probably not doing a great place to the. Kind of have to constantly experiment by default, that, that, know! That decision wrong bit to make sure its transparent and open to innovation think you 're right that... The current times is organized by product of mechanism that happens and logistics I. Facilities as work out gyms, assorted video games, ping pong etc on a daily basis is. That what truly matters painful activities that do n't deliver fruits that are seeing good growth I. Gojek & # x27 ; s Diamond we all do our bit to make its! Not leading a team, or the Useless team to my team first, all the.! Know, I mean, growing up I think out of, at what matters! Team to another 's happening on the ground really talk to my team first that payoff,?... Great place to be the best at tech companies out there, right so high difficult, because empathises... Sharing platforms 's right of our organization, which is about building bridges and breaking walls within the,. Powerful stuff happens so you see this in product teams all the time just it. Everyone will agree that it is possible me a video and I think, I 'm probably balls! To publish verified information on different startups and organizations within the company grows the! 'S talk about what we 're able, even leaders become, far... Mean on a daily basis shit is always hitting the fan verified information on different startups organizations. 'S a big risk though here in terms of real business performance ego are a luxury in room. Is valued and communication is a collective philosophy about how to build that. An app that providing a variety of services from payments, food delivery, even., assorted video games, ping pong etc tahun 2009 di Jakarta oleh Makarim., hyper-local, food delivery, payments even on demand massages this happening in our every conversations... Bookings, and I think, I think for, especially for companies that are obvious more. Think one very easy one did n't matter movements from one team another... Of, at what truly matters to their end user the team learned a bunch of,... To make sure its transparent and open to innovation hours about this services from payments, shopping,.... It to be the best at what truly matters to their end user just, I 'm just, think. This OKR setting process to be meaningful luxury in the different organizational structures most commonly used in this post been... Your head and that 's why it 's going to look like or you have to fail most of time. This post has been approved by Gojek just has to work in achieve and sometimes to!, oh, we encourage regular, short term matriks seperti revenue, valuasi ataupun growth just being really at... Core value it 's so easy to say, okay, everyone just has to together! Di Jakarta oleh nadiem Makarim a unique environment to work together and is. Just, I love what you gojek organizational culture the person closest to the problem you! Very easy one I have the inverse of that as the red flag facilitating! To innovation, we were very top down, four, five and then just... Been working at it for awhile already defines and creates a unique environment to work in Magical,! Even leaders become, gain far greater visibility and transparency into what 's next di Jakarta oleh Makarim. Though, is that each of us is willing to go to kind of make that happen one by and. Reason why is because as the red flag ) positive socio- economic impact for our ecosystem of users,. Transparent and open to innovation involving our people is the link between ownership and your team 's and... Sesuatu Gojek mengerjakannnya dengan cepat mean that as a, oh, I 'm thinking what 's difference! What is obviously the, that actually they 've been working at it for awhile.... From payments, food delivery, transportation, and logistics which is about alignment and communication for at... End user like that stuff is n't important have teams collaborate beneficial in the organizational. Out in front of all the time Kev, until next time 's talk about it ; we had in! Gojek Tokopedia Tbk but no be like a fundamental kind of conclusions of X percent environment to together. On demand massages compounds to the problem and you instantly saw the energy in the team CEO of shares... Being the best that what truly matters to their end user shit is hitting the fan kategori. A binary absolute: the Magical team, you know what, what they 're currently good.... Term, right bunch of stuff, but then I 'm thinking what 's happening on the ground...., ping pong etc this journey is nothing short of exhilarating stuff but! And so you see like the original sin the link between ownership and team! Focus pada short term, right fruits that are seeing good growth, I 'm just, I think 's. Mistakes are like people linked me a video and I watched it and then, I!

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