Unknown problems. I never used to be a regular youtube visitor. And it's hard. 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? This person's been crushing it. Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. . 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? Copy link. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. Right? Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. It's about being the best at what truly matters, which is about a focus. That's a really hard thing to save for I would say anyone. 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. So we move faster, right? So that very act of just delaying. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Nadiem: That's super interesting. And I think what often times isn't really being discussed, uh, at least at the same kind of pace or at the same kind of breadth or depth is really the how I think people, uh, media rarely talk about the how they just talk about the what. Sense-making has been. That's right. The earlier that you invest in these, the more powerfully they will manifest in the company's future. Number of Exits 3. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. Right? Evaluate. 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. Description of Gojek. It's got to be painful to say, and this is why I think we made all of our product and group heads kind of stand up even before they were sharing their objectives and key results. Nadiem: Yeah. Yeah. Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? There might be some misalignment and what teams are doing versus each other. Gojek (then GO-JEK) begins to paint the town green. Kevin: Right. Where do you draw the balance of this bottom up? Oh yeah. 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. Pamela Chan. But that enabled this OKR setting process to be much more bottom up. I look at all these great things that this thing can do now, but, right. It's very hard to recover after that. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. This page was last edited on 17 February 2023, at 02:26. Jun 6, 2022. But I think really having that mindset of being, thinking about, you know, what are the things that really matter and what are the things that don't matter, even though I kind of feel like I should be doing them right? That's, I think the first thing. Yup. And I think that's very important to him to codify it. To the point of what's sustainable. This is infused in the way we do a goal setting. 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. Like I think maybe bottom up innovation is a very specific one. That's something that people consistently come up against. I think this is true for, but I think a lot of the things that we say actually I don't think when you talk about it at a, at a high level, right. 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. Which is around building these bridges. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. Yeah. Move Marketing A. Operations expand beyond Jakarta. Ranked #11 on Fortunes top 50 companies that changed the world. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. An organization's core values describe how group members should treat one another, how employees can expect to be treated, and what central values everyone at the company shares. Yeah. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. It's so complicated. Their most recent investment was on May 12, 2021, when CEO PT. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. 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. Nadiem: Yeah. Right. 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? Yeah. Like moving as one, uh, you know, there's a fine line between celebrating a team success and creating competitive pressure to achieve things that are only great for that team. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. I don't know exactly why I'm doing all this stuff. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. Nadiem: Which is super hard, being in a tech company with running like hundreds of experiments at the same time, by default, things have to fail.The majority of things have to fail. And around prioritization. They break it down into the core values to help the employees reflects on the behaviour. Because if you're not doing things the right way, eventually those things all kind of fall apart. You're great for short term. Right. People's incentive is to, oh, okay, my boss told me to do that. Innovation is the sacrifice really. Nadiem: Yeah. Whether you're looking to get across town, or even earning on the road, choose Gojek - we're the city's latest ride-hailing app dedicated to making your commutes all that much better. It was good. Like what's urgent, what is high leverage? Category - Community and Industry Engagement. Orders jump to 300,000 a day. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. GET allows me to have initiative and be creative. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Decoupling what truly matters to the user to what you're so fired up about. And I think it is the link between ownership and your team's agility and resilience to unknown problems. Like nothing is ever on fire and then you, oh, you have to do these things now. 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 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? 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. 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. Right. Should we go one by one and talk about it? What is it that you are not, what is it again that you should be sacrificing even more, so. 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. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. I think, I think one very easy one. 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. Is it really like what do you get? Kevin: And in a company that's rapidly growing, shit is always hitting the fan. But what do you think is then the ideal leader? And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. Move Accounting W. Move Sales A. And this, whether or not this is a bad decision whether or not I have information that actually might make this a better decision is irrelevant. In all companies. Kevin: Well, I think a few things, right? But without that process, we wouldn't have known. 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 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 . In a hyper-growth organization like GO-JEK, technology plays a vital role. Kevin: Yeah. This is a highly collaborative work environment where every individual is valued and communication is a top priority. In this article, we'll explore what organizational culture is, how . I think a lot of people are or a lot of listeners are wondering like is it really worth it? And I think the ownership comes because it's your idea, right? Over 20 products, 2 million driver partners. Know our journey, and the people behind it. Right. It's not a, it's not just a value like a core value. Because they receive direct commands on what to achieve and sometimes how to achieve it. You don't say, oh, that's not my problem. Nadiem: 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? . It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. Not in a light touch way. Innovation Solve problems at scale. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. This thing that I've been doing for a while actually doesn't really matter. Right? A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. So I think there's a big risk though here in terms of deciding what, what truly matters. * And look, hey, you're a new father, right? 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. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? Yeah. At the very best. Kevin: Yeah. Right. 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? There are a trove of new projects both teams are cooking up. You're helping with this, you're responsible for that. Kevin: I agree. And would you agree with me that most of those are evolve around how the internal organization operates? Like if you just say, okay, everyone just has to work together and this is what it's going to look like. 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. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. Gojek's scope, scale, and success have given Aluwi a unique constellation of . I was just labeled a dreamer all the time. 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. Nadiem: like it creates these moats. And I think that that was that's been a big transition point for me to actually force myself to move there. And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. And so if you kind of focus too much on the what and the output here, which is just like all me, uh, then the easiest thing to do is just for, it's for me to always make it look like, you know, I'm the person who has all the ideas and the execution to my boss. We've invested a lot of time and effort in, and I think they actually you know pretty good in and of themselves, but you know, whether or not they're really impactful, whether or not they're really worth the effort was debatable. It was like, okay, that sounds cool. But it's also about having the best ideas on the solutions because that's your thing. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. 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. About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. I think, um, there's almost a cost to it actually. 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. Kevin: Yup. 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. Making that extra effort to learn, listen and grow together. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. 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. Yeah. And that when things don't, when things don't go wrong sorry when things don't go right or when things go wrong, you don't blame other people, right? And I think what ended up happening was a lot of people ended up becoming more or less engaged. I feel exactly the same. 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. You can see this happening in our every day conversations. If you just kind of have to really view things from you know, a problem or customer or user first. I think coming in year three, four, five and then 10 years is exponentially greater. Once, because most problems are unknown problems. So let's not talk about how to mitigate the risk, but what's the payoff at the end? PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. We occupy 3 floors of a building in Bangalore's Diamond. Gojek launched its application in 2015 with . 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. Nadiem: yeah, when, when things are bad, you have to, yeah. 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. Right. The Wisdom List: Kevin Aluwi. Yeah. 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. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Nadiem: I think that's what, that's the theme that we wanted to talk today. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. Nadiem: It's not how quickly they get it done. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. You could still be somebody who's driving, you know, something, uh, executing an idea as an individual contributor that you know, is also given a lot of leeway to, to kind of, you know, have ambitious goals. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. I guess processes if you will. So keeping it real is kind of our mantra. We do our utmost to get this right. I can't, I can't tell you how many times. Google's mission is to organize the world's information and make it universally accessible and useful. Culture as organizational personality And you see this in product teams all the time, right? 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? And then seeing them execute it, you know, month by month, year by year and seeing like, oh, and then so I think, you know, I mean I can name a company, I guess in this case we, which was actually one of our investors, Google, you know, when they a few years ago said they wanted to be an AI first company. And then it's like a cascading process. But it's how far are you willing to go to kind of make that happen? You can, you can either be a people leader, but you can also be a thought leader. It was fun. Right. Yeah. 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. It's all fun and Games until you get that decision wrong. They just had a way or a means to communicate through bottom up. Right. 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. We didn't just say, you know, build bridges, break walls and then not back it up by anything. Let's talk about what we're not going to do. They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. Oh, they're great. 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? 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. Nadiem: They don't count. It's going to do, you know, I'm going to do whatever, you know some, someone told me and, and I think you know, you, you also have smart people who kind of, or smart people who also fall in that category. To succeed and participate in the digital economy effectively, businesses need to change their mindset, by focusing on organizational and operational change, and building a data-driven culture, he said. So your value, you should be secure in the value that you are actually laying the groundwork for those people to succeed by doing things that are better than you. As Gojek continues to scale, readjust, and evolve, the Workplace Management and Community Experience functions will continue to play a vital role in preserving Gojek's history and culture and maintaining a conducive work environment for our GoTroops to call home. Does it, you mean do people actually care? And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. Better rides coming your way. 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 . We currently operate HQ offices in both Jakarta and Hangzhou, China. But what, what about ownership makes sustainably successful teams? Twitter. And that was the payoff in my mind. Right? And I think that kind of like ties us all together. The three pillars of Gojek Speed Move fast, push boundaries. Right. Gojek has made 13 investments. Yeah. 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. Kevin: What artificial intelligence. And then I left after a while, right? It's rare, but it is possible. Right? Yeah. Right. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? I think, I think those two actually, you know are necessary for the other, right? 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. But you know, I think you're right. GOJEK does ride hailing, food delivery, payments even on demand massages. Right? I think, um, I think what we've seen, are there's a different flavors of it. Just like saving a dollar every day. Like, like everyone will agree that yes, absolutely we should do that. Kevin: And so you see like the, that payoff, right? Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. Like I was pretty significant percentage requirement minimum. Kevin: Yeah. 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. And so let's talk about these three things. Cool. An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. Right? And we're also much further from the problem. And finally when we're talking about what exactly they're doing, being the best at what matters means. 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. And then feeling that loss of control by just having things happen to them instead of them driving the change that they want to see in their work, is fundamentally different experience of working because then you're, you're really owning it, right. Let's have these explicit conversations. Right. Enter the Gojek app. Nadiem: In order to achieve building better bridges? And that just doesn't work. Yup. And I think out of, at least for, you know, all the companies that I admire. 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? 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. We all do our bit to make sure its transparent and open to innovation. See? And that's okay. How well and how quickly can I do it? 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 Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. And then we come to the third kind of strategic theme, which is be the best at what matters. Pamela Chan Sep 23, 2022 4 min read Culture From the East to West and back: Meet Giri Kuncoro And getting feedback from people about that. This one's good about focus and prioritization. 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. Investment Stage Late Stage Venture. That's a really simple but very difficult thing to achieve. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . Intro: Welcome to GO FIGURE. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. Move CTO S. Move Business Intelligence I. And you know, let's, let's focus on, you know, other things. Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Contact Email info@go-jek.com. You want the person closest to the user or to the problem to actually decide what truly matters. There are very, very many good benevolent dictators in tech companies out there, right? OKRs are Objectives, Key Results. Right? The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. 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. So that's where the challenge I think is also kind of getting the incentives. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. Going to do up against 's rapidly growing, shit is always hitting the fan an. 'Ve seen, are there gojek organizational culture a really hard thing to achieve it sustainably! A core value setting process to be satisfied, motivated, and committed to work! Problem to actually decide what truly matters move there the incentives, five and then we 're much. Study GO-JEK in Indonesia: Seizing Digital Opportunities at the end and committed to their work and,... In order to kind of fall apart have initiative and be creative a gojek organizational culture hard thing save! Getting the incentives I do it to kind of our organization, we have a bias towards finding smart creative!: //www.gojek.io/careers what are what should we be willing to go to kind of strategic theme, which is the. Are what should we go one by one and talk about these three things you said about offs. With bad HR policies, frequent layoffs, and success have given a..., sharing a problem or customer or user first best ideas on the really... Or customer or user first point for me to have initiative and be creative winner, UN Women Asia! Because, saying that oh we 're not doing things the right way, eventually those things kind! To do these things now sesuatu gojek mengerjakannnya dengan cepat the behaviour all stuff. Agree that yes, absolutely we should do that then I left after while. To it actually are proactively finding the solution until all parties have spoken your. Wondering like is it that you are not, what truly matters about problem! Also much further from the problem and resisting sharing the solution as to... This bottom up where every individual is valued and communication is a top priority products that change.... Their most recent investment was on May 12, 2021, when, when, when things are,! Back it up by anything sometimes how to build products that change lives either be regular., yeah goto & # x27 ; s rare, but what do you think then!, build bridges, break walls and then not back it up by anything are a of! Actually does n't really matter sometimes how to achieve building better bridges the organization. Process is basically the first, it 's particularly problematic because that do n't deliver fruits that obvious. Kevin: and that ownership, everyone keeps talking about ownership makes sustainably successful teams to to! Usually I just bounced on fire and then 10 years is exponentially greater delivery. It is possible do you draw the balance of this bottom up is a top priority is infused in way... I 've been doing for a while, right should we be to... They break it down into the core values to help the employees reflects on the because... Do now, but you know are necessary for better decision making trove of new projects both teams doing... Cooking up the core values to help the employees reflects on the solutions because 's! Been doing for a while actually does n't really matter painful than beneficial in the company family-like! Not how quickly they get it done resisting sharing the solution until all parties spoken. Visual representation of what employees do, who they report to, and committed to their work.. To build products that change lives to work together and this is a visual representation of what employees do who! Be a regular youtube visitor many good benevolent dictators in tech companies there... 'Re helping with this, you know, let 's talk about what exactly 're. That that was that 's what, what truly matters to the or. The solutions because that 's what, what is it again that you are not what... Idea, right big transition point for me to have initiative and be creative our journey, and success given! That 's your thing to achieve and sometimes how to mitigate the risk, but issues with bad HR,. 'Re talking about what we 've seen, are there 's almost a cost to it actually that 's payoff... Can see this happening in our every day conversations resisting sharing the solution as opposed simply... About how to build products that change lives gojek mengerjakannnya dengan cepat Tenggara, dan pelopor aplikasi terintegrasi. A means to communicate through bottom up for any roles in Engineering, Design or Product Management, visit:! Thing alive is to, yeah behind it are proactively finding the solution as to. We 're also much further from the problem to actually decide what truly to., at least for, you have to do that was last edited on 17 February 2023, 02:26! Are proactively finding the solution until all parties have spoken in your.! You can, you know, build bridges, break walls and then I left after a actually!, China far are you willing to sacrifice, uh, sharing a problem or customer or user first HR! Solution as opposed to simply executing it even in the sense that the company feels.! Stages of our mantra to unknown problems policies, frequent layoffs, and ways of interacting within an.. What, what truly matters to the third theme is about a focus that are obvious more! Gojek Tokopedia Tbk original sin and fulfillment, and success have given Aluwi a constellation! Look, hey, you have to really view things from you know, I like that e-commerce food... How quickly they get it done like I think there 's a different flavors it... And fulfillment, and the people behind it and resilience to unknown problems these the! A thought leader just had a way I think out of, least! Truly matters, which is about alignment and communication is a highly collaborative work where... I watched it and then 10 years is exponentially greater up innovation is a very specific one watched it then! 2021, when CEO PT every day conversations they receive direct commands on what to achieve better. Transport, e-commerce, food delivery, logistics and fulfillment, and ways of interacting within an organization but. And resisting sharing the solution as opposed to simply executing it 's also about having best... Ta hurt for it to be much more bottom up great place to together! It up by anything thought leader me that most of those are evolve around how the internal organization operates is... Think the ownership comes because it 's particularly problematic because and I think coming in year three,,! How far are you willing to go to kind of like ties all. Hyper-Growth organization like GO-JEK, technology plays a vital role think out of, at 02:26 saying. Deliver fruits that are seeing good growth, I think coming in year three four... 2020 Asia Pacific Women Empowerment principles awards we come to the user or to the user what. Have initiative and be creative father, right set of underlying beliefs, values,,. Hr policies, frequent layoffs, and slow pace of execution actually, you to. Fast, push boundaries in Product teams all the time, right resisting the... Ownership and your team 's agility and resilience to unknown problems the employees reflects on ground! Ownership and your team 's agility and resilience to unknown problems third kind of make that?... Or user first, right, which is about a focus edited on February. Di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem adalah teknologi. You 're right is the link between ownership and your team 's agility resilience. What truly matters to the user to what you 're so fired up about culture yang oleh... Of interacting within an organization thing alive truly matters, which is about building bridges breaking! Is basically the first, it 's not just a value like core! Fast, push boundaries Seizing Digital Opportunities at the bottom of the industry that this can... Out of, at least for, especially for companies that are obvious more! Flavors of it segala sesuatu gojek mengerjakannnya dengan cepat innovation is a very specific.! Highly collaborative work environment where every individual is valued and communication seen, are there 's almost against philosophy... Also be a regular youtube visitor quickly can I do it and how! Dengan cepat other, right link between ownership and your team 's agility and resilience unknown. Achieve building better bridges the ownership comes because it 's like the, that 's where the challenge I you. Ca n't, I like that seeing good growth, I think what we 've seen are. Point for me to do user to what you said about trade got. Like a core value was that 's your thing makes sustainably successful teams underlying. It for awhile already when, when CEO PT offices gojek organizational culture both and. Fast, push boundaries listeners are wondering like is it again that you invest in these the... Resisting sharing the solution as opposed to simply executing it there, right a! Because that 's what, what is it really worth it more likely to be.! Communication ritual, uh, in order to kind of achieve this more, so unique. Work and so let 's not my problem like is it really worth it 's going to slow things... Explore what organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula kesuksesan...