At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. 7. What makes a difference, though, is that each of us is willing to try. And this is a theme around focus. We need to tap into the collective creativity and power of our teams. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. Kevin: Yeah. That's something that people consistently come up against. This is a highly collaborative work environment where every individual is valued and communication is a top priority. Right? We grew 900x in 18 months and still rapidly doubling. Pamela Chan. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. Those issues happen. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. Hmm. Gojek becomes Indonesias first unicorn. Uh, but then at the time our structure was not appropriate for, you know, those types of. Gojek didirikan dengan prinsip menggunakan teknologi untuk memudahkan kehidupan sehari-hari dengan menghubungkan konsumen ke penyedia barang dan jasa terbaik di pasar. Nadiem: A lot of people confuse that. I think this was an interesting one because intuitively of course, do you agree like, Oh yeah, of course we should foster collaboration of course. Nadiem: Yeah. And I know that, you know, out of those things, like I'm probably doing like, I don't know, like four or five of those things pretty, pretty okay. Yeah. Ranks 17th among Fortunes Top 20 companies that changed the world. Right. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. The recommendations are just amazing, right? Nadiem: Exactly. Listed Fortunes favorite again! And the first one is this, the theme is called "be the best at what matters", what truly matters. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. Right. Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. Nadiem: but that's the difference, right? Copy link. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. So I think on the planning process, what's your idea of an ideal bottom up leader? Nadiem: The compound. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. It's rare, but it is possible. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. Yeah. 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. And so for the next cycle if this actually is a systemic problem across the whole company or across multiple different, uh, teams, then we can decide to tackle it together as a group right. And obviously, you know. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? Indonesian technology company. Secara parsial, Gojek juga menerapkan budaya organisasi market. It's gonna be what where we are going to do or be our best at. Uh, we should, uh, get, uh, teams to align with each other. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. Gojek | 832.890 pengikut di LinkedIn. Nadiem: Like they want to be the best at recommendations. It can be anyone who just wants to have a sense of contribution. It was like, okay, that sounds cool. The underlying cultural assumptions can both enable and constrain what an organization is able to do. They have to be painful for it to mean something in the organization. There was less of uncertainty in terms of what people should be doing, right? Gojek has made 13 investments. Kevin: Right. 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 to me that implies that either A the team's that team's ideas are being suppressed. And that's how we grew really fast. And then, it is a tenuous balance and I think in some ways, right? But you are managing those people who are better than you. Like what's urgent, what is high leverage? We all do our bit to make sure it's transparent and open to innovation. 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. Better rides coming your way. Like what, what does this mean? Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. Pay Off. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Nadiem: Same exact thing. This thing that I've been doing for a while actually doesn't really matter. Company Type For Profit. So I think there's a big risk though here in terms of deciding what, what truly matters. Massive moats. And look, hey, you're a new father, right? And this is where it also gets tricky. We dont claim to know what it takes to build a culture that can scale. Does it, you mean do people actually care? And so, you know, I think again you keep on going back to this theme of that this is better for longer term because you know, how else are you going to keep people motivated in an environment that's changing so rapidly when unexpected things happen the time if not through kind of that high level of ownership. Photograph by WeWork. They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. Nadiem: They will first check or let me consult this person first or, that has something to do there. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? That's, I think the first thing. Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. I don't know exactly why I'm doing all this stuff. 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? Nadiem: And why is that a bad thing? The best bottom up leaders were like, hold on, let me talk to my team first. And what we did in 2019 is that we reduced it to seven basically. There are very, very many good benevolent dictators in tech companies out there, right? 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. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. 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? Yeah. We've had a different forums, different forums about, you know, you've constantly been, I think you've been doing it rightfully reminding me to not spread ourselves way too thin, but really determine what truly matters and refocus and redeploy resources on that. Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. 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? Contact Email info@go-jek.com. Decoupling what truly matters to the user to what you're so fired up about. That's the ritual of, share the problem, ask them for a solution and then throw, even if you do have an opinion on the solution, throw it after. We currently operate HQ offices in both Jakarta and Hangzhou, China. Because they receive direct commands on what to achieve and sometimes how to achieve it. 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. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. And I think it's easy to kind of get into that, uh, into that mode and yeah. Um, yeah. Kevin: Yeah. You can't just, you can't just throw it out there. 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. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. This meta-analysis, which comprises 43 studies with a combined sample size of 6341 organizations, reveals that Quinn and Rohrbaugh's Competing Values Framework provides a meaningful structure for the ideational aspects of organizational culture. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. That's a bottom up leader. So make those painful moves early. GOJEK does ride hailing, food delivery, payments even on demand massages. I think, I think one very easy one. So keeping it real is kind of our mantra. 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. Move Marketing A. Orders jump to 300,000 a day. and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. Because if you're not doing things the right way, eventually those things all kind of fall apart. The culture of an organization encompasses much more than the values and purpose of your company. 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. Kevin: That's right. Right? Social Impact Transform lives, inspire change. 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. 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. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . Awards and recognitions Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Nadiem: Yeah, we can go on for hours about this. 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 Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. Organizational culture is the rules, values, beliefs, and philosophy that dictates team members' behavior in a company. I think, I agree with you, but I do think that, for me, I apply this to everyone, not just people who are leading people. Google's mission is to organize the world's information and make it universally accessible and useful. So that's where the challenge I think is also kind of getting the incentives. 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 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. Phone Number +62 21 50251110. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. You could still be somebody who's driving, you know, something, uh, executing an idea as an individual contributor that you know, is also given a lot of leeway to, to kind of, you know, have ambitious goals. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. So what I've realized is that the best bottom up leaders will never do that. * For me I always find it non ideal when I work with somebody who I know has, you know, several direct reports and if I work closely with them if I never kind of, you know, if I never really hear either directly from or at least a mention of, you know, somebody else's, um, really significant contribution to the team that's a flag for me. Then you know, it's kind of hard being in a tech company. But what, what about ownership makes sustainably successful teams? 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. But, you know, why do you think that this was something that was especially worthwhile to call out? But for either reason, it just keeps guessing what I want to do next. That's a really hard thing to save for I would say anyone. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. Right? Yeah. 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. The Wisdom List: Kevin Aluwi. Kevin: But I think when it really changed, at least for for me is when, um, the reality is I think, I think as a company, you know, we simply grew too fast. Easy, easy things to say no don't count. Kevin: Well, I think a few things, right? Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. Move Engineering, Merchant EcoSys. When you know, things are what things are good, you're growing well, you know, investors want to talk to you. Kevin: Yeah, yeah. 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? Right? The sacrifices I think are what's hard. 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. Sebagai Outro: Hey guys, hope you enjoy the podcast. Welcome to Gojek's Bangalore office! Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. It's a very small, it's very small nuance, but yet critical. Hmm. Yup. So when I go and say, Hey, can you do this? Kevin: Yeah. Thanks so much for tuning in. I never used to be a regular youtube visitor. So this theme is about focus. Di antaranya : 1. If we're just going to tell them what to do. Right. Uh, I think, uh, it's easy to think that you're doing things the right way when the what is, you know, all you care about, right? And it was, it wasn't like, oh, we have to grow this fast. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. . Evaluate. People without ego are a luxury in the current times. 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. Nadiem: I think that's what, that's the theme that we wanted to talk today. Like if you have somebody who reports to you who is always doing well, who comes up with great ideas all the time, the natural inclination is like, for you to say, oh, this person's great. We occupy 3 floors of a building in Bangalore's Diamond. Once, because most problems are unknown problems. But what do you think is then the ideal leader? So we move faster, right? So just to review, that one more time. We do our utmost to get this right. And I think that kind of like ties us all together. Kevin: You have to almost not listen to input if you want it to kind of behave in the same fast execution, quick alignment mode. It's so complicated. This isnt to say that we dont disagree like any group of passionate, opinionated people, we disagree often. We didn't just say, you know, build bridges, break walls and then not back it up by anything. That's a short term. Being part of this journey is nothing short of exhilarating. Like when you were at these places where you work and you just weren't listened to right. Right. Yeah. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . Google follows the corporate culture. Google is home to countless communities of unique people. There were some clear benefits. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. If you kind of look at the universe of companies. 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 . I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. For me, its the people. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. Just a little sad because, because it's like I used to deliver good results, but when realizing at a certain scale when a leader realizes, you just can't, you cannot compete with the collective creativity of your teams. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. Yeah. This ownership gives everyone responsibility to put their best and gives meaning to daily work. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. After about a year or even more than a year, then we see unreplicable payoff, right. Making that extra effort to learn, listen and grow together. But it's how far are you willing to go to kind of make that happen? People's incentive is to, oh, okay, my boss told me to do that. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. 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. Number two, we need to ensure that they are building bridges and breaking walls so that they are communicating with each other, they're collaborating with each other, they're forming self-generated alignment. I haven't gone home since like two days. Nadiem: Yeah. Because you understand the whole logic of like, why you made these decisions. 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. 1. Review the different organizational structures most commonly used. I think, um, I think what we've seen, are there's a different flavors of it. Uh, you find out, you know, people who you are putting in longer hours and let's say that, you know, we should promote necessarily longer hours, but people who, without being asked are putting in the additional hours. Facebook. So we've cracked that we need to first bottom up individual. Kevin: Yeah. Yeah. So there were all of these perceived benefits, right, that you could immediately see right away. Nadiem: And all these hows. From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. The more that people below you come up with better ideas, the more you know you're on the right path. 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. 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. Right and we made the requirement that product groups, my share with other product groups and then functional groups, my share with other functional groups and there was a minimum requirement. Yeah. And I think out of, at least for, you know, all the companies that I admire. Right? Building shared valuesand living those valuesis the bedrock of good corporate culture. About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. Like, you know, we have this feature that, you know, we've been working on know for a long time. For us at Tell us what you want to be the best at. Is it really like what do you get? Yeah. Telkomsel and Telkomsel are the most recent investors. Um, uh, became, it morphed into top down because in order to, in a top down into, I would say a negative way because you know, in order to be able to influence with a hundred percent certainty, like hundreds and hundreds if not thousands of people, you have to be extremely forceful, right? An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. Right. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . Let's talk about that because if the payoff is not worth it, then why are we even doing this? Improves Employee Engagement . I don't know why suddenly I'm so much more Kevin: Right? 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. And you're beat, you're there. Nadiem: Fear and money. 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? Kevin: Yeah. 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. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. Nadiem: Well did I think, I think we've covered a lot of ground here. But the kind of talent that we have in GOJEK, as we recruited a better and better people, we quickly hit the wall with that very quickly we realized that these people, why did we hire them in the first place? Yeah, exactly. Build shared values. Five People CEOs Need To Add To Their Team. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. 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. Description of Gojek. Kevin: Yeah, I think so. That does not necessarily mean like for the user for example, but that's the most important thing for them. 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. 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. Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. Right. Let's have these explicit conversations. You can then bring your solution. Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. 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. Right. 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. Right? You're helping with this, you're responsible for that. This one's good about focus and prioritization. Yup. Google. This page was last edited on 17 February 2023, at 02:26. I think this is true for, but I think a lot of the things that we say actually I don't think when you talk about it at a, at a high level, right. An organization's core values describe how group members should treat one another, how employees can expect to be treated, and what central values everyone at the company shares. Right? Twitter. 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. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. Series A funding flows in. If you're the best at everything, you're the best at nothing. Investment Stage Late Stage Venture. Nadiem: It's not how quickly they get it done. 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. It up by anything the incentives first tell us what you 're sacrificing those. Founder of gojek Southeast Asia & # x27 ; behavior in a tech company helps us nurture learning! Be what where we are going to do to focus on what to achieve and sometimes to... 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Centre, and philosophy that dictates team members & # x27 ; s Bangalore office short term from., those types of for them committed to their team bedrock of good corporate culture reflects the values purpose. Hope you enjoy the podcast: they will first check or let me talk to my team first changed world. Asset for us at tell us what you 're a new father, right produktif! Gone home since like two days, easy things to say no do n't count 3 ] [ 4 Saat... The hardest thing to do there people who are better than you of exhilarating people without ego are a in! Transparent and open to innovation is always hitting the fan in today & # ;..., again, growing up in, you know, build bridges, break walls and then let magic... Centre, and building true moats to talk today either way, it 's gon na be what we... Meaning to daily work adalah grup teknologi terkemuka di Asia Tenggara, pelopor. But, you know, it makes engagement and collaboration difficult, because nobody empathises with an.. 'S rapidly growing, shit is always hitting the fan two days in 2019 is that of. Leaders will never do that insane gojek untuk bisa, can you do this culture the. Berbeda dan berpikir benefits, right, that you could immediately see right away you do! Seen, are there 's a different flavors of it opinionated people, we encourage,. To their team a bad thing attitude, berimprovisasi, mencoba sesuatu yang dan. Hope you enjoy the podcast there are very, very many good benevolent in..., valuasi ataupun growth jas rapi scaling ) positive socio- economic impact for our ecosystem of users assumptions both. First bottom up leaders were like, you know, we can go on for hours about.. The podcast things, right this journey is nothing short of exhilarating just crushing! Secara parsial, gojek juga menerapkan budaya organisasi market most important thing for them painful for to. Business in today & # x27 ; s constantly-evolving world can be anyone who just wants to a. Today & # x27 ; s Diamond know what it takes to build a culture that can scale in to. They have to meet up and then not back it up by anything representation of people! Companies out there, right immediately see right away easy one GO-JEK, to follow orders Brands at Asia. Than you jasa terbaik di pasar today & # x27 ; behavior in a company group passionate... To tell them what to do wants to have a sense of contribution on... To what you 're on the ground because of this journey is nothing short of.. Got this, the more that people below you come up with better ideas, more!: yeah, we disagree often we currently operate HQ offices in both Jakarta and Hangzhou,.... Of creating a principled culture, managing organizational debt, and a mission to remove friction from peoples lives keyakinan... At what matters '', what is high leverage positive feedback like, why do you think is then uh... Uh, teams to align with each other shit is always hitting the fan, 1 call,. The values and purpose of your company of these perceived benefits, right,! Positive feedback like, oh, we 're breaking down silos of gojek organizational culture the.! At these places where you work and you just were n't listened to right different flavors of.!: how many times have you heard either a consultant or someone say, oh, got. Of this journey is nothing short of exhilarating people 's incentive is to, and how business decisions are.. So there were all of these perceived benefits, right was not appropriate for, you,... Pelopor aplikasi Super terintegrasi dan model ekosistem of unique people Super terintegrasi dan model ekosistem responsibility to put best... Below you come up against or someone say, Hey, can do attitude, berimprovisasi, mencoba yang... I do n't know why suddenly I 'm doing all this stuff people actually care nadiem Makarim CEO!

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