I mean on a daily basis shit is hitting the fan. So you need that forcing mechanism. 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. All the time. 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. Right? Right. Series F funding from Google, Tencent, JD.com and Mitsubishi. Telkomsel and Telkomsel are the most recent investors. Because they're closer to the problems. Uh, you know, people. And you know, let's, let's focus on, you know, other things. And what's the difference between thought leadership and just being really good at execution? Kevin: But did you also know people who are totally fine with just like, hey, heads down. And so let's talk about these three things. When they're trying to raise something to me, I would like to hear, you know, I would like to hear, um, credit given to others. 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. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. Yeah. Right. Especially because, you know when the, then the company is like 30 people all in the same room, even top down doesn't feel very top down, right? 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. Read writing about Culture in Life at Gojek. And those can also be sources of insight as to maybe these are other things that we should consider focusing on maybe during the next quarter or the next half these are when like, uh, these are when problems, that we didn't realize were problems, suddenly surface, right? And what's really interesting about it is that all these hows have no short term payoffs. 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. Kevin: Yeah. Nadiem: Debatable. And you would imagine, probably if you have less ideas that probably you'd be happier. Right. Either that or entertainment. Right? It's so complicated. That's something that people consistently come up against. And I think for most bosses it's easy to fall into that trap as well. Clocks 3,600x growth in 18 months. Like I think maybe bottom up innovation is a very specific one. The more that people below you come up with better ideas, the more you know you're on the right path. Kevin: Yeah, I think so. Better rides coming your way. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. 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. Nadiem: I think that's what, that's the theme that we wanted to talk today. We actually forced groups to share their key results. 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. Like what should they do and, and what would you give them credit for? Right. It's going to do, you know, I'm going to do whatever, you know some, someone told me and, and I think you know, you, you also have smart people who kind of, or smart people who also fall in that category. It was fun. Does it, you mean do people actually care? Should we go one by one and talk about it? Once, because most problems are unknown problems. This is a highly collaborative work environment where every individual is valued and communication is a top priority. Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. That's a bottom up leader. Nadiem: Fear and money. Right. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. We got Nadiem and Kevin again, that's right on Go Figure podcast. Kevin: I would agree with you except for the, uh, the individual contributor part where I think, not everyone necessarily has to be a leader of like large groups or large teams. 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. Well, some of the risk is that you actually slow down some of the key initiatives because you realize that other teams require, you sacrifice a little bit of your ego in a team in exchange for helping out a partner group or buddy elsewhere. Welcome to Gojek's Bangalore office! And the third theme is really about building bridges and breaking walls. And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. There are a lot of myths out there that we want to dispell. 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. Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. They're, they're rarely, there rarely is for any kind of organizational investments. And how did you feel? Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. So that very act of just delaying. 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. 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? Bringing them together, bringing out the best in them, and enriching your company culture in the process. Because they receive direct commands on what to achieve and sometimes how to achieve it. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. Like, like everyone will agree that yes, absolutely we should do that. But, um, I think we really have to be almost obsessed with like infusing that in different parts of the company. Outro: Hey guys, hope you enjoy the podcast. Culture matters because it boosts productivity, agility, employee engagement, and innovation. 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. We all do our bit to make sure it's transparent and open to innovation. . Contact Email info@go-jek.com. Like what, what does this mean? Gojek has made 13 investments. GOJEK does ride hailing, food delivery, payments even on demand massages. 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. So I think that would be my one. 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? Our founding team members are all Internet and e-commerce veterans, with extensive experience from well-known Chinese, SEA & US tech companies such as Alibaba, Google, Facebook, Gojek, Lazada, etc. 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? 7. Uh, yeah. But the reason why we believe in them is because for the parts of the units of the organization that we did apply these principles. Gojek has raised a total of $5.3B in funding over 13 rounds. And so on. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. Orders jump to 300,000 a day. And obviously, you know. So it's funny, it's almost the same thing. Kevin: Yup. 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. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. Gojek didirikan dengan prinsip menggunakan teknologi untuk memudahkan kehidupan sehari-hari dengan menghubungkan konsumen ke penyedia barang dan jasa terbaik di pasar. So what I've realized is that the best bottom up leaders will never do that. 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? And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. Nadiem: yeah, when, when things are bad, you have to, yeah. 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. If you just kind of have to really view things from you know, a problem or customer or user first. You don't have a top down a way of working. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. You can't just, you can't just throw it out there. It's very hard. 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