So that very act of just delaying. That's right. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. Intro: Welcome to GO FIGURE. 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. Yup. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? Nadiem: Well did I think, I think we've covered a lot of ground here. Yeah. I think, I think one very easy one. 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. Right. Researchers - Global UXAlliance, Usaria, and Somia CX. Share. GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. We all do our bit to make sure its transparent and open to innovation. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. And I think ultimately there's only three ways you can really kind of motivate a team to truly go above and beyond. Kevin: Correct. So you need that forcing mechanism. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. This is a highly collaborative work environment where every individual is valued and communication is a top priority. Uh, but then it just didn't, it, it didn't matter. Should we go one by one and talk about it? And obviously, you know. Move Accounting W. Move Sales A. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. Grows 1,100x in total volume of transaction. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. And, and there were some clear benefits to that. Right? They have to be painful for it to mean something in the organization. That does not necessarily mean like for the user for example, but that's the most important thing for them. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. Kevin: Or even people who are, you know, already, I just kind of like working at a company that is, that is scaling right now. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. 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? 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. And getting feedback from people about that. Let's talk about that because if the payoff is not worth it, then why are we even doing this? Build shared values. This person's been crushing it. You can then bring your solution. I think coming in year three, four, five and then 10 years is exponentially greater. Move Engineering, Merchant EcoSys. How would you approach like, your kind of parenting style with respect to this, right. Kevin: And so you see like the, that payoff, right? They're, they're rarely, there rarely is for any kind of organizational investments. And this is infused in how we run meetings and cadences. Clocks 3,600x growth in 18 months. He's like, what? And the leader immediately says, yeah, yeah, yeah, we can do that. And we're also much further from the problem. Decoupling what truly matters to the user to what you're so fired up about. 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. thegeneralist.substack.com. The underlying cultural assumptions can both enable and constrain what an organization is able to do. 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 . Right? I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . Kevin: Yeah. 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. And then suddenly like a product just like leaps in terms of just quality, uh, you know, about like a year or two years after that. Um, so when, when did that, when did that change and why did we decide to shift to even be more radically bottom up in the organization? 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. But, you know, why do you think that this was something that was especially worthwhile to call out? 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. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. It can be anyone who just wants to have a sense of contribution. We like to talk about things we like and talk about things we don't like. Um, yeah. Culture matters because it boosts productivity, agility, employee engagement, and innovation. But without that process, we wouldn't have known. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. 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. And you see this in product teams all the time, 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? You name it we do it. I never used to be a regular youtube visitor. I think in many ways we have to sacrifice the concept of overly, number one, overly rewarding teams for their achievements of their own team only instead of the bigger group or the bigger company for that reason. 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? Category - Community and Industry Engagement. Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. So keeping it real is kind of our mantra. "We had teams in DC, but no . Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. Oh yeah. 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. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. And so let's talk about these three things. And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. Nadiem: Right. Kevin: Yeah, yeah. 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 mean, we, we, I mean the last, what, four years, uh, we just kind of held on, right? So a lot of companies and organizations try to tell their teams you must collaborate more, but they don't create the goal setting incentive with which to achieve that. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Um, because you Nadiem: it's so fuzzy sometimes. Their most recent investment was on May 12, 2021, when CEO PT. We've run out of time, but you know, we could go on for hours about. 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. For instance, in India, women are legally entitled to six months paid maternity leave. 1. Review the different organizational structures most commonly used. Because we know the risks you slowed down. Yeah. Rather than being the guy or the girl who has all the ideas. 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. Sometimes this is dangerous, but you know what you're good at. 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. 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? People without ego are a luxury in the current times. 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? You, you left. Nadiem: Thanks a lot Kev, until next time. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. They break it down into the core values to help the employees reflects on the behaviour. I think, um, I think what we've seen, are there's a different flavors of it. The culture consists of an established framework that guides workplace behavior. Right? And that's a very powerful statement. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. Cool. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. 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. Organizational culture is the rules, values, beliefs, and philosophy that dictates team members' behavior in a company. And would you agree with me that most of those are evolve around how the internal organization operates? Like what should they do and, and what would you give them credit for? Right. That's it. Right? We really love innovation. I don't know. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. It also depends on what department, what function, what rate of urgency there is. Um, let's, let's ignore all of these. 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