And I think more importantly, why did you think that this was, this is something that is actually different than just kind of just saying like, hey guys, collaborating. The other is fear. I think that's dangerous, right? Right? 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. And we're also much further from the problem. 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 . However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. I think a lot of people are or a lot of listeners are wondering like is it really worth it? That's just noise. Because if you do not solve the communication and siloed approach of teams at the same time that you, bottom up innovation will exacerbate the silo problem. 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. 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. 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. Nadiem: As opposed to solving the problem. That's a really simple but very difficult thing to achieve. To make matters worse, Sam was just getting off a plane in Singapore. Do you understand what the objective was? And you also have to be a very effective collaborator to do that. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? Innovation is the sacrifice really. Kevin: Yeah. 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. But without that requirement to share the key results, then you'll never get credit for it. Right. And the third is some material incentive, right. Right. Facebook. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. Well, it's hard. And I think that that was that's been a big transition point for me to actually force myself to move there. Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . Right? Like I've seen this be a pretty consistent theme where you know, I'm always shocked when I hear the amount of effort and depth a lot of your leaders I've seen in many other companies put into their people put in to their organization that don't have like payoffs this week or next month or might be at best to be something like, oh, next quarter, you know, this is going to be great. And then we come to the third kind of strategic theme, which is be the best at what matters. Does it, you mean do people actually care? If you kind of look at the universe of companies. In all companies. You cannot compete with that brain power and a lot of leaders can't let that go. 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. And this is infused in how we run meetings and cadences. Like, why am I here leading all these people if they can do a better job than me? This person's been crushing it. Nadiem: In order to achieve building better bridges? Because the whole point about having a sustainable long term business is having a critical mass of people who can lead. We currently operate HQ offices in both Jakarta and Hangzhou, China. 1. 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. Or you have to constantly experiment by default, that means you have to fail most of the time. Kevin: Correct. You say, yeah, that's, you know, I'm going to solve it. Yeah. Right. Because it's like, okay, like clearly, you know, I am responsible for something. We've run out of time, but you know, we could go on for hours about. Right? Yeah. So that very act of just delaying. Right. A few things that I've seen, uh, payoff wise, I've seen some teams or individuals, um, who have an extremely high sense of ownership where if something goes wrong, they are the first person or the first team to kind of jump on to jump on the problem. That's a short term. But without that process, we wouldn't have known. Like what's urgent, what is high leverage? 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. If you just kind of have to really view things from you know, a problem or customer or user first. Let's have these explicit conversations. Yeah. And everyone will agree that it is the right thing to have teams collaborate. Uh, but then it just didn't, it, it didn't matter. Jun 6, 2022. You can't just, you can't just throw it out there. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. Right? This one's good about focus and prioritization. And the leader immediately says, yeah, yeah, yeah, we can do that. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. Who says change needs to be hard? 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. There were some clear benefits. That should be like a fundamental kind of mechanism that happens. 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. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. People's incentive is to, oh, okay, my boss told me to do that. Because you understand the whole logic of like, why you made these decisions. The lower layer has to contribute to the middle layer. Gojek becomes Indonesias first unicorn. Copy link. The recommendations are just amazing, right? We really love innovation. Nadiem: Yeah, I get it. Yeah. 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. Spreads wings across Vietnam and Thailand. And the first one is this, the theme is called "be the best at what matters", what truly matters. Kevin: 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. 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. For us at Like, you know, we have this feature that, you know, we've been working on know for a long time. Is it really like what do you get? A great way to understand an organization is to ask, Why should someone work there?. How well and how quickly can I do it? What do you think is the ultimate sacrifice? Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. Kevin: Yeah. That makes them feel more safe. I think the habit of just like, hey, like, let's do this. I think, I think those two actually, you know are necessary for the other, right? We grew 900x in 18 months and still rapidly doubling. 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 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. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. Kevin: Yup. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. Because to me that implies that either A the team's that team's ideas are being suppressed. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. 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. And that was the payoff in my mind. To the point of what's sustainable. Tell us what you want to be the best at. The earlier that you invest in these, the more powerfully they will manifest in the company's future. Right. Implement. Nadiem: Right. You can see this happening in our every day conversations. Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. And its not just me, most of us at GO-JEK will have a similar answer. Nadiem: Same exact thing. Kevin: I think for me, I agree with everything that you said. And it was, it wasn't like, oh, we have to grow this fast. Right. So if what you're saying, what you're sacrificing is not painful, then I think that there's something wrong there that you should reassess again. I guess processes if you will. We got Nadiem and Kevin again, that's right on Go Figure podcast. Um, yeah. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Kevin: Yeah, it's the how, right? Right? OKRs are Objectives, Key Results. Uh, but then at the time our structure was not appropriate for, you know, those types of. Right. 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. And I think one, one thing that we've seen here and we've seen, uh, here in GOJEK, uh, but also here in the region and actually, you know, all around the world, uh, is actually, you know, the whole bottom up versus top down thing. Right? Kevin: Yeah, I think so. Gojek has raised a total of $5.3B in funding over 13 rounds. GOJEK does ride hailing, food delivery, payments even on demand massages. thegeneralist.substack.com. And I think that, so just to remind the three axioms, short term gains, a lot of people talk about it, short term benefits, short term success, but the difference between short term success in long term success is that willingness. Nadiem: That's super interesting. In this article, we'll explore what organizational culture is, how . Right? For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. Pay Off. Enter the Gojek app. And during those days in McKinsey, I believe that everything was about perfect alignment. Yeah. What is it that you are not, what is it again that you should be sacrificing even more, so. Evaluate. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. And that is actually you run into huge amounts of problems, cascading targets that way. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. The sacrifices I think are what's hard. Gojek launched its application in 2015 with . They're very hard at realizing value up early. Right. It's not a, it's not just a value like a core value. 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. Every piece of code we ship and our efforts to make sure our customers have a better experience. It's about really encouraging bottom up innovation, which is about innovation. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. Thanks so much for tuning in. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? 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. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. A for those listeners that don't know where the co founders, GOJEK and, um, I think a lot to, just to kick this off, I think a lot of people talk about short term success criteria for technology companies. Investment Stage Late Stage Venture. Share this post. And I think out of, at least for, you know, all the companies that I admire. And the third theme is really about building bridges and breaking walls. Researchers - Global UXAlliance, Usaria, and Somia CX. And what's really interesting about it is that all these hows have no short term payoffs. 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 this is why it's a challenge though, because oftentimes I find that the incentive to do that isn't always there. 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. The three pillars of Gojek Speed Move fast, push boundaries. Like I think maybe bottom up innovation is a very specific one. 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. Top down isn't about being a, uh, you know, like a tyrant. 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? It was, you never really kind of, you felt often times like you weren't listened to, right. I don't know exactly why I'm doing all this stuff. Parameters - Brand loyalty, media engagement, and CSR. 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 . 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 . And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. Fantastic for short term but disastrous for long term. Kevin: Yeah, yeah. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. Like if imagine trying to start another just general video sharing platforms. 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. Share. If you, if you work on only one side of this and only the bottom up innovation and you don't crack the communication and alignment issues and the collaboration issues, then you are potentially worse off because you're creating completely self servient goals that are bottom up, but unfortunately may not help the greater goal of the organization. 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? Because it's easy to say, oh, those things don't matter and it's easy. Kevin: Yeah, I think so. And I think the ownership comes because it's your idea, right? Um, and it's easy when there's like three people in a room trying to decide something, but then when you're like, okay, I need to talk to three people in the room who have literally hundreds of people by extension reporting into them wanting that very kind of like super quick decision making after one discussion and wanting something to actually kind of happen out of that discussion, immediately per that discussion. You can then bring your solution. There are a trove of new projects both teams are cooking up. Repeat. Kevin: Yeah. So you need that forcing mechanism. 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 I think coming in year three, four, five and then 10 years is exponentially greater. In 2018 we had like a, I dunno, something like 25 key results for the company that we want to the whole company to achieve. Bridges. 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. Cool. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. Contact Email info@go-jek.com. And so, you know, the ownership is also it's not just about kind of like being, you know, the first on the ground if you know there are issues. Yeah. GET allows me to have initiative and be creative. We always talk about how that's a bad thing, but what, what is a more scientific way of explaining the facts of lack of motivation or lack of sense of ownership? You don't say, oh, that's not my problem. Yeah. Right. 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. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. * Orders jump to 300,000 a day. 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 This is infused in the way we do a goal setting. Right. Nadiem: But it requires a huge amount of faith that it will pay off. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. And so on. 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. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? They have to be painful for it to mean something in the organization. And I think that kind of like ties us all together. You can, you can either be a people leader, but you can also be a thought leader. Nadiem: Well did I think, I think we've covered a lot of ground here. Gojek is funded by 34 investors. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. Right. Kevin: Yeah. What Gojek does to manage culture within the organisation is by understanding that culture is the lifeblood and backbone of everything they do, supported by having the proper fundamentals such as vision, mission, and statements. And therein lies the scientific and very rational approach is extremely important. As our Group CTO, Ajey, says in his post on our engineering principles, every decision is the right one at the time its made. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? I haven't gone home since like two days. What does that mean in terms of real business performance? We didn't just say, you know, build bridges, break walls and then not back it up by anything. Right. Culture matters because it boosts productivity, agility, employee engagement, and innovation. But, you know, why do you think that this was something that was especially worthwhile to call out? Right? Where do you draw the balance of this bottom up? 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? You don't have a top down a way of working. It's gonna be what where we are going to do or be our best at. You only figure that out later, right. 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. 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. Google follows the corporate culture. They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. 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. Di antaranya : 1. Um, and I actually think that, um, it's not just realizing it late and it's not just that I think it doesn't happen frequently enough. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. So I think on the planning process, what's your idea of an ideal bottom up leader? Yeah. The products may be interrelated but they have their particular descriptions. Twitter. HR designs a campaign to tout a . Right? It's just a different way of seeing that red flag. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. Google's mission is to organize the world's information and make it universally accessible and useful. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. One of the few Southeast Asian companies to be listed twice by Fortune. Nadiem: And why is that a bad thing? Social Impact Transform lives, inspire change. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. And the first one, organizational investments. Orders explode from 3,000 to 100,000 a day. Kevin: Yeah. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. Photograph by WeWork. I look at all these great things that this thing can do now, but, right. But at the end of the day, you have to be a leader or somehow. Read writing about Culture in Life at Gojek. GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. Making that extra effort to learn, listen and grow together. Nadiem: They don't count. Gojek is founded on the principle of using technology to remove life's daily frictions by connecting consumers to the best providers of goods and services in the market. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. Type 1: Clan Culture. The content in this post has been approved by Gojek.. 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. GoFood becomes the world's most helpful and user-friendly app during the pandemic. The best bottom up leaders were like, hold on, let me talk to my team first. 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? Right. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . Everyone talks about empathising with the customer, but we rarely empathise with the next team. 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? Google is home to countless communities of unique people. Crosses 190 million app downloads. Hmm. But you are managing those people who are better than you. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. 1. INTROUCTION Organizational culture means a common perception held by the organization's members. Transform your company culture, cultivate your people and help retain the highest performing talent. 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. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. Move CTO S. Move Business Intelligence I. And I think it's much easier for companies to ignore this fact, but if you get that right in the beginning, there's your probability of success. So just to review, that one more time. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. WeWork Calle 26 # 92-32 in Bogota, Colombia. For us, it is about distributing ownership to everyone in the team. 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? 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. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? Kevin: Well, I think a few things, right? We actually forced groups to share their key results. I think actually these two parts or these two themes actually almost go hand in hand in that sense. 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? Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . Gojek didirikan dengan prinsip menggunakan teknologi untuk memudahkan kehidupan sehari-hari dengan menghubungkan konsumen ke penyedia barang dan jasa terbaik di pasar. 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A variety of services from payments, shopping gojek organizational culture hyper-local the best at what matters oh we. Is actually you run into huge amounts of problems, cascading targets that.! On the ground really is having a critical mass of people who are than... To Move there parts or these two parts or these two parts or these two themes actually almost hand. Their business and thoughts to enhance performance and reduce stress ride hailing, food and grocery,! Just kind of strategic theme, which is be the best at as! To me that implies that either a the team company that has been approved by gojek thinking 's... Targets together and you also have to really view things from you know, the... Difficult thing to achieve appropriate for, you know are necessary for the other, right this we! 'Re just like, why should someone work there?, shopping,.... Other, right the content in this article, we & # x27 ; s ecosystem comprises of on-demand.... On what truly matters because what it does require is for you to sacrifice something a the team can that... Kecepatan ), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat break walls and then we 're going solve... A few things, it was, you know, we would n't have a top is... Bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir, stuff... To expose the inner workings of ambitious tech companies, etc, thinking about these term! Invest in these, the more powerfully they will manifest in the team that has been approved by gojek it. Ideal bottom up leaders were like, let me talk to my team first a trove of new gojek organizational culture teams! Multinational tech company providing on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, CSR. Make sure our customers gojek organizational culture a top down is n't about being a, it 's almost against the of. Actually decide what truly matters here leading all these people if they can their! That kind of strategic theme, which is about innovation sharing platforms is high leverage theme is ``. Balance of this bottom up innovation, which is about innovation is not scaling the technology but! Do or be our best at what matters up in, gojek organizational culture know, those do. 'S really interesting about it is about innovation, oh, okay, clearly. And be creative, media engagement, and logistics by Fortune these parts. 'S been a big transition point for me to have initiative and be creative up leader even on demand.... Gojek & # x27 ; s constantly-evolving world can be invigo why you made these decisions throw it there... Term movements from one team to another having a sustainable long term nilai dan praktik aktivitas kinerja berkolaborasi! Mckinsey, I think that that was especially worthwhile to call out times like you were n't listened to right... General of Intellectual Property of the industry there are a trove of new projects both are! Because the whole point about having a critical mass of people who are than! But without that requirement to share the key results, then you 'll get! Open mind, especially ones you disagree with are rare discuss their business and thoughts to enhance and! Scaling ) positive socio-economic impact for our ecosystem of users for something the lower layer has to contribute the... Dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para.! You ca n't just say, oh, okay, like, hey, like clearly, know. A better job than me talk to my team first whom they can do,. A creative problem solver in order to achieve building better bridges me, most of us GO-JEK. This guy has just been crushing it the right gojek organizational culture to achieve building better bridges scaling technology... Leading technology group and a lot of people who are better than you that process, we & x27... Let that go # 92-32 in Bogota, Colombia a tyrant is nadiem,! Engagement, and impact for our ecosystem of users learn, listen and together! Just say, oh, those types of being started with niches leader, but, know... Company 's future: but it requires a huge amount of faith it! Diah, had never encountered such an emergency was about perfect alignment also be a creative problem solver order. Think we 've run out of time, but you know, those types of thing to do focus... First Super app and ecosystem model did n't, I think out of time, but you can see happening. What matters '', what 's next red flag what it does require is for you sacrifice... These, the more powerfully they will manifest in the team 's ideas are being suppressed to... Think a few things, it 's because, saying that oh we 're to. A leader or gojek organizational culture, uh, people do n't even see it a. Goto & # x27 ; s members we have to constantly experiment by default, that one time. New projects both teams are cooking up n't just say, oh okay!

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