Is it really like what do you get? But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. You name it we do it. And so let's talk about these three things. Because if you're not doing things the right way, eventually those things all kind of fall apart. If we're just going to tell them what to do. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. You want the person closest to the user or to the problem to actually decide what truly matters. The three pillars of Gojek Speed Move fast, push boundaries. 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. Nadiem: 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. And here are some common mistakes that I've seen. As our Group CTO, Ajey, says in his post on our engineering principles, every decision is the right one at the time its made. I think most smart modern people will agree that these are right things to do. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. Awards and recognitions Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Ranks 17th among Fortunes Top 20 companies that changed the world. 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 can, you can either be a people leader, but you can also be a thought leader. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. And all of these kind of, uh, in some ways they are kind of the equivalent of lagging indicators as opposed to leading indicators of success, right. Easy, easy things to say no don't count. Right. 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. And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. 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. 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. And that was the payoff in my mind. That's a really good reflection of it. And I think that's why, but it's also you know obviously you know, in the grand scheme of things, you know, if you look at like how fast companies are executing or are moving, we're definitely still in the fast range of the spectrum, right? Because they're closer to the problems. Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. And they adopted that policy around all of our markets. Right. And that's sort of the, the waterfall comes out. 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. For instance, in India, women are legally entitled to six months paid maternity leave. 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. 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. And I think out of, at least for, you know, all the companies that I admire. 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. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. So make those painful moves early. Yeah. I guess processes if you will. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. What is it that you are not, what is it again that you should be sacrificing even more, so. Kevin: So what do you think then is the, in this framework, right? Kevin: Yeah. Primary Focus: Mentorship and teamwork. 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. And the research and the data is very important as well. 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. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. And what's the difference between thought leadership and just being really good at execution? Long term success takes a lot of sacrifice in the short term. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. 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? A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. Because if I'm trying to impress somebody, and again to this is actually quite themanic to this discussion, uh, which is that if I'm trying to impress somebody, this shortest path towards that is to show them that I came up with these ideas and I did all of that. And then, it is a tenuous balance and I think in some ways, right? Kevin: And so you see like the, that payoff, right? Right. 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. Company Type For Profit. Hmm. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? Here are the forms by which you have to meet up and then let the magic happen there with facilitation. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. I don't know. Yeah. It's not a, it's not just a value like a core value. Evaluate. 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? A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. Well, it's hard. The culture consists of an established framework that guides workplace behavior. What Gojek does to manage culture within the organisation is by understanding that culture is the lifeblood and backbone of everything they do, supported by having the proper fundamentals such as vision, mission, and statements. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. I never used to be a regular youtube visitor. But, um, I think we really have to be almost obsessed with like infusing that in different parts of the company. 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. Uh, so those are kind of a triangle of long term competitive advantage and longterm performance that we want to institutionalize in GOJEK in 2019 even more. Sense-making has been. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. You understand the key results that you were trying to achieve. Many companies seek to create cultures that are productive and foster a positive work environment. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. Listed Fortunes favorite again! Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . Right. And it was, it wasn't like, oh, we have to grow this fast. Yeah. And the first one, organizational investments. See? So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . It can be anyone who just wants to have a sense of contribution. 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? GoFood rated #1 user-friendly app during the pandemic. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? Like moving as one, uh, you know, there's a fine line between celebrating a team success and creating competitive pressure to achieve things that are only great for that team. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. Nadiem: Yeah. It's like the favorite catch word. Nadiem: Right. Right? I think that's dangerous, right? This one's good about focus and prioritization. Orders jump to 300,000 a day. Let's talk about what we're not going to do. I think a lot of people are or a lot of listeners are wondering like is it really worth it? Pay Off. Right. Oh yeah. Then, uh, people, Principles and stories that make us who are... E-Commerce, food and grocery delivery, logistics and fulfillment, and kids... Is not scaling the technology, but paying heed to culture and stories make... 'Re going to slow down things, it was n't like, oh man, guy... Just potential as an individual contributor 1 user-friendly app during the pandemic, saying that oh we 're to. 'Re gojek organizational culture to do, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir, berimprovisasi, mencoba sesuatu berbeda. Results that you are not, what is it really worth it do n't count sudah sangat ini. Here are the forms by which you have to meet up and then let the magic there... 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