The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Right? Because it's like, okay, like clearly, you know, I am responsible for something. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. 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. It's a very small, it's very small nuance, but yet critical. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. Right. And the first one, organizational investments. 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. 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. 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. Right? Indonesian technology company. And it was, it wasn't like, oh, we have to grow this fast. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. Yeah. To make matters worse, Sam was just getting off a plane in Singapore. But it's how far are you willing to go to kind of make that happen? Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. It's also because they are inherently hard decisions and, and um, it'll never, these things will never seem kind of urgent to implement. How would you approach like, your kind of parenting style with respect to this, right. Copy link. Like what should they do and, and what would you give them credit for? 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. Nadiem: yeah, when, when things are bad, you have to, yeah. Nadiem: A lot of people confuse that. What makes a difference, though, is that each of us is willing to try. 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? . I have the inverse of that as the red flag. Do you understand what the objective was? For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. 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 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. Everyone, you know, media is writing about, look at all this amazing stuff. Kevin: Yeah. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . Kevin: Right. And around prioritization. And that's a very powerful statement. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Right? When people feel comfortable in a space, when they . Well, it's hard. And the third is some material incentive, right. Five People CEOs Need To Add To Their Team. The Competing Values Framework describes value systems based on two main dimensions. Move Engineering, Merchant EcoSys. Yup. So when I go and say, Hey, can you do this? My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Starting from a reflection of what our GoTroops think, feel, and do during their work at Gojek, we initiated peer learning and QnA sessions with learning experts at Gojek. 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. There are a lot of myths out there that we want to dispell. Nadiem: Yeah. And so let's talk about these three things. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. And the what you know, is easy to validated are those, you know, those numbers, uh, those, uh, those media stories are easy to kind of, um, it's easy to see that, oh, that's kind of the, uh, the, the objective. You're great for short term. 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. An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. We dont claim to know what it takes to build a culture that can scale. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. As individuals and as a team, we never let ourselves get too comfortable whether its about knowing a piece of technology, scaling for hyper-growth or achieving new milestones every day. 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. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. Nadiem: I think that's what, that's the theme that we wanted to talk today. Here's how organizational culture might have been handled in the past: The CEO commissions the Human Resources department to produce an effective company culture. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. Because we know the risks you slowed down. I can't, I can't tell you how many times. And here are some common mistakes that I've seen. After about a year or even more than a year, then we see unreplicable payoff, right. The products may be interrelated but they have their particular descriptions. Uh, we should, uh, get, uh, teams to align with each other. And obviously, you know. Right? 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. Yeah. The three pillars of Gojek Speed Move fast, push boundaries. And you know, let's, let's focus on, you know, other things. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. 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. Cool. And I think it's easy to kind of get into that, uh, into that mode and yeah. But for either reason, it just keeps guessing what I want to do next. Right. 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. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. It's very hard. If you kind of look at the universe of companies. And so on. 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: That's right. And you see this in product teams all the time, right? And its not just me, most of us at GO-JEK will have a similar answer. Corporate culture is often referred to as "the character of an organization," representing the collective behavior of people using common corporate vision, goals, shared values, attitudes, habits, working language, systems, and symbols. 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. Nadiem: With the context of being a bottom up facilitating leader, right? WeWork Calle 26 # 92-32 in Bogota, Colombia. They're very hard at realizing value up early. And I think in a world where, you know, a company is growing and in a world where there is competitive pressure obviously in many different, you know, from many different angles in the business, I think there is the temptation to say, oh, we have to win every single thing. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. We are here because of each other. 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? Primary Focus: Mentorship and teamwork. So there were all of these perceived benefits, right, that you could immediately see right away. Kevin: Right. It can be anyone who just wants to have a sense of contribution. Right. 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. 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. Nadiem: But it requires a huge amount of faith that it will pay off. 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? Are you willing to go to kind of look at the universe of companies to know what takes! Get, uh, get, uh, we should, uh, we did n't know, 's. About ownership like it 's how far are you willing to go to kind of make that happen drivers month... 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