And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. 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. Even if you're not leading a team, you need to have thought leadership. It's rare, but it is possible. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Right. 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. It can be anyone who just wants to have a sense of contribution. 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. Yeah. And that inherently blocks bottom up because it means that the people under this person can rise up because then they never get the credit that they deserve. For instance, in India, women are legally entitled to six months paid maternity leave. Right. Clocks 3,600x growth in 18 months. 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. Pamela Chan Sep 23, 2022 4 min read Culture From the East to West and back: Meet Giri Kuncoro Right. Right. Primary Focus: Mentorship and teamwork. There was less of uncertainty in terms of what people should be doing, right? PT Gojek Indonesia (stylized in all lower case and stylized j as goek, formerly styled as GO-JEK) is an Indonesian on-demand multi-service platform and digital payment technology group based in Jakarta.Gojek was first established in Indonesia in 2009 as a call center to connect consumers to courier delivery and two-wheeled ride-hailing services. Yes. Right. And its not just me, most of us at GO-JEK will have a similar answer. And you know, let's, let's focus on, you know, other things. 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. 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. 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. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. It's hard and, it's hard in any kind of fast paced industry, right? So just to review, that one more time. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . Uh, we should, uh, get, uh, teams to align with each other. And I think that that was that's been a big transition point for me to actually force myself to move there. Because you understand the whole logic of like, why you made these decisions. 1. Review the different organizational structures most commonly used. After about a year or even more than a year, then we see unreplicable payoff, 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. 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. 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. They're very hard at realizing value up early. Number of Exits 3. It was like, okay, that sounds cool. Kevin: Yeah. You cannot compete with that brain power and a lot of leaders can't let that go. Um, I think it's very easy to fall in love with, you know, your solutions and your ideas or the things that you know, you particularly good at or you've, what you've been doing for a while. Um, let's, let's ignore all of these. Kevin: Yup. Gojek has made 13 investments. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. This one's good about focus and prioritization. That makes them feel more safe. Culture as organizational personality Kevin: Yup. And the leader immediately says, yeah, yeah, yeah, we can do that. 2019 is really about the how. And the research and the data is very important as well. 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. You're helping with this, you're responsible for that. Right? And that's a very powerful statement. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. That's just noise. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. GoFood rated #1 user-friendly app during the pandemic. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. 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 . Like what should they do and, and what would you give them credit for? 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. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . And that was the payoff in my mind. It was good. 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. Or you have to constantly experiment by default, that means you have to fail most of the time. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. I was just labeled a dreamer all the time. Bringing them together, bringing out the best in them, and enriching your company culture in the process. Category - Community and Industry Engagement. You want to be the best that what truly matters must be passion agnostic. It's like a learning hub, right? Right? Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. See? Category - Community and Industry Engagement. And it was, it wasn't like, oh, we have to grow this fast. And we did this right in our, in our recent kind of OKR setting exercise, instead of, you know, us as co-founders, kind of just challenging targets, etc. 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? 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 . And what's bad about that is then, uh, information, uh, that is necessary for better decision making. The content in this post has been approved by Gojek.. And so it's very easy to kind of, you know, create that alignment and people are excited. For us at 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. Kevin: Yeah. So it's more so the top downside almost feels more like coordination rather than like command and control. Nadiem: Thanks a lot Kev, until next time. Right. It's like the favorite catch word. And I think that's very important to him to codify it. Right? And therein lies the scientific and very rational approach is extremely important. You can then bring your solution. To the point of what's sustainable. I think the habit of just like, hey, like, let's do this. Right. And you're beat, you're there. But it's how far are you willing to go to kind of make that happen? And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. We grew 900x in 18 months and still rapidly doubling. The products may be interrelated but they have their particular descriptions. That must be shared with another group. And here are some common mistakes that I've seen. This page was last edited on 17 February 2023, at 02:26. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. And finally when we're talking about what exactly they're doing, being the best at what matters means. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. Jan 13, 2022. Yeah. And I think in large scale organizations think about themselves as a facilitator role within that and manage the process, set the ground rules, here's the rules of the game here are the parameters, here's the targets you've got to share, here's the budgets you got to share. Repeat. 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