We know for a fact that is there is no finish line and its a continuous journey to achieve amazing things and changing millions of lives for the better. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. 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. And this is a theme around focus. 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. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. Nadiem: I just got it done. The sacrifices I think are what's hard. Sometimes this is dangerous, but you know what you're good at. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. We need to tap into the collective creativity and power of our teams. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. 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. Kevin: Yeah. 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. But you are managing those people who are better than you. Right. The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. Is it really like what do you get? Sense-making has been. Right? So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. Oh, I love this feature. Right? I look at all these great things that this thing can do now, but, right. So keeping it real is kind of our mantra. It also depends on what department, what function, what rate of urgency there is. Right. We currently operate HQ offices in both Jakarta and Hangzhou, China. Photograph by WeWork. An organization's culture defines how individuals work and function within a company, making organizational culture a crucial element of a company's ultimate success. 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. Facebook. And I think courage to believe that those unsexy, slower, more painful investments you put into your organizations will ultimately lead to far longer successful run, and in a much more sustainable way. Right? We are here because of each other. Yeah, right. I think that's dangerous, right? Right. And thats the essence of working in a a dynamic engineering org like GO-JEK. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. And the third theme is really about building bridges and breaking walls. You want to be the best that what truly matters must be passion agnostic. 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. [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. And the research and the data is very important as well. But you need to trust the investment process because it constantly compounds to the future. 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. 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. Right? 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. It's just that they have, their team happens to do that really well. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, 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. Yeah. The three pillars of Gojek Speed Move fast, push boundaries. Right. We dont claim to know what it takes to build a culture that can scale. That's a short term. 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. Through a divisional approach, the departments are grouped by-products. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. Kevin: Yeah. 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. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. 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. 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. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. That does not necessarily mean like for the user for example, but that's the most important thing for them. Then you know, it's kind of hard being in a tech company. Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. 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. Nadiem: Right. Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Series A funding flows in. Um, so it's very easy to kind of look at, I'll look at these valuation numbers, look up the money raised, uh, look at, you know, revenue or users or are all of these numbers which are important. And so on. For me, its the people. It was good. Right. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. It's all fun and Games until you get that decision wrong. 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. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. Hmm. Hmm. We actually forced groups to share their key results. That's a really hard thing to save for I would say anyone. But in the bigger scheme of things, it's not what truly matters to their end user. Thanks so much for tuning in. 1. And we're also much further from the problem. And getting feedback from people about that. Which is around building these bridges. Evaluate. 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. Right? Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. And obviously, you know. 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 what ended up happening was a lot of people ended up becoming more or less engaged. . Massive moats. Improves Employee Engagement . This thing that I've been doing for a while actually doesn't really matter. GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. They break it down into the core values to help the employees reflects on the behaviour. So you have to have targets at the top and everything has to be MC, the middle layer has to contribute to the top layer. 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. Building shared valuesand living those valuesis the bedrock of good corporate culture. The Wisdom List: Kevin Aluwi. Their most recent investment was on May 12, 2021, when CEO PT. Kevin: Correct. 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. Cool. 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. 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. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. Oh. Yeah. That's exactly the, the, you know, the concept of not being able to have agency or control over your thing when you know that you are capable, that's a difference. Kevin: Yeah. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. Either that or entertainment. Yup. . And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. So it's funny, it's almost the same thing. Right? Read writing about Culture in Life at Gojek. If you just set from top down that, that direction without actually taking in the feedback and inputs of each of those key leads under you, I think that's where the beginning of the end, you know, like that's where you start losing credibility, you start losing trust and you start losing motivation. Kevin: Yeah, yeah. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. You're great for short term. Like the end, Oh, you had all these ideas. Like nothing is ever on fire and then you, oh, you have to do these things now. One of the few Southeast Asian companies to be listed twice by Fortune. Move Engineering, Merchant EcoSys. 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. Right. But you know with all great things, I think we've come to two kind of conclusions. 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. Kevin: Right. 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 . 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? For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. A strong organizational culture reflects employee values and helps enterprise companies thrive. 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 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? Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. I think that one especially, you know, coming from anyone, you know, listening who is coming from a leadership, I think it's very, very easy, um, without malice to kind of, um, think that, you know, top down either explicitly or implicitly is better. Like usually the, what I've realized is that the more talented a person is their level of disillusionment when they hit that kind of top down mindset without actually being able to air or voice their opinion effectively enough and guide the direction of whatever scope they're doing is even more cataclysmic for great talent. I think, um, there's almost a cost to it actually. It's very hard. Kevin: What artificial intelligence. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. Implement. Thats one of the fastest in the world. I think also a lot of, one of the reasons why this is one is challenging is because a lot of times people, people, leaders, then might feel insecure, right? I have the inverse of that as the red flag. And then I left after a while, right? Uh, what is obviously the, that, that, that ownership. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. In all companies. You can see this happening in our every day conversations. So make those painful moves early. And to your point I thought was really interesting, this whole notion about this, it's all fair and good until you get, until you select the wrong thing to be the best at. Know our journey, and the people behind it. I'll set up elsewhere and the inverse part is to create an incentive or at least a cultural incentive to help out other teams, so breaking down silos, there's a payoff to it, right? 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