From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. Share this post. So we've cracked that we need to first bottom up individual. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Yeah. Right? And kind of see that in you check in like every year it's still the thing that they really want to nail that level of conviction of saying like, oh, we're going to be great at this. Researchers - Global UXAlliance, Usaria, and Somia CX. And I think for most bosses it's easy to fall into that trap as well. I mean on a daily basis shit is hitting the fan. Yes. So it's funny, it's almost the same thing. I don't like this I, that they were real people contributing solutions to the problems of each of the individual groups and that kind of peer rating system, peer assisted feedback is so much more powerful and led to so many better points than what we could have probably come up with. Bringing them together, bringing out the best in them, and enriching your company culture in the process. I think there's also oftentimes that question from, from a lot of folks who then, you know, or might be resistant towards this idea, it inherently kind of challenges, um, maybe, you know, traditional notions of what somebody in a leadership position should be doing. 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. Innovation is the sacrifice really. Social Impact Transform lives, inspire change. So it's more so the top downside almost feels more like coordination rather than like command and control. Right. Right. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Right. A great way to understand an organization is to ask, Why should someone work there?. That should be like a fundamental kind of mechanism that happens. You can, you can either be a people leader, but you can also be a thought leader. Who says change needs to be hard? And it was, it wasn't like, oh, we have to grow this fast. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. I look at all these great things that this thing can do now, but, right. 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? Kevin: But did you also know people who are totally fine with just like, hey, heads down. And then, it is a tenuous balance and I think in some ways, right? You name it we do it. Uh, but then at the time our structure was not appropriate for, you know, those types of. 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. 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. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? I never used to be a regular youtube visitor. Being part of this journey is nothing short of exhilarating. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. Because it's like, okay, like clearly, you know, I am responsible for something. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. 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? Well, it's hard. Making that extra effort to learn, listen and grow together. We actually forced groups to share their key results. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. "We had teams in DC, but no . Their most recent investment was on May 12, 2021, when CEO PT. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Today, Gojek has transformed into a "Super App": a one-stop platform with more than 20 services, connecting users with over 2 million registered driver-partners, and 500,000 GoFood merchants - with a total of more than 170 million total downloads across the region. Kevin: 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. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . That's a really simple but very difficult thing to achieve. Kevin: I agree. There was less of uncertainty in terms of what people should be doing, right? Right? GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. Gojek (then GO-JEK) begins to paint the town green. Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . 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. We currently operate HQ offices in both Jakarta and Hangzhou, China. 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. 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. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. First, is actually coming up with problems instead of solutions. So I think on the planning process, what's your idea of an ideal bottom up leader? Right. We really love innovation. If we're just going to tell them what to do. Right. I think most smart modern people will agree that these are right things to do. Building a strong organizational culture is a long journey, one that requires exceptional focus and consistency between the various layers (from beliefs to rituals, from heroes to symbols . And I think that that part is, yeah, I agree with you that that is, that is probably one of the harder ones where you can actually, cause it's hard to see that, oh, this thing that, you know, I'm really fired up about it. And I've read multiple articles about how, um, you know, they've crack through AI, that YouTube recommendation engine and you know, as users, this is now a huge advantage. What makes a difference, though, is that each of us is willing to try. 2. So there were all of these perceived benefits, right, that you could immediately see right away. Yeah. Kevin: Yup. And that's sort of the, the waterfall comes out. 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. Should we go one by one and talk about it? And you're beat, you're there. They're very hard at realizing value up early. This isnt to say that we dont disagree like any group of passionate, opinionated people, we disagree often. Today, we're gonna talk a little bit about some things that matter very much personally to us in terms of the philosophy of building a long term sustainable successful business. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . Kevin: Yeah, I think so. Not in a light touch way. Right? A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. Like when you were at these places where you work and you just weren't listened to right. I don't have to think, because as long as I said my boss did it, I'm safe. That's something that people consistently come up against. GOJEK does ride hailing, food delivery, payments even on demand massages. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. So what I've realized is that the best bottom up leaders will never do that. But you are managing those people who are better than you. Move Accounting W. Move Sales A. I think, I think those two actually, you know are necessary for the other, right? Everyone, you know, media is writing about, look at all this amazing stuff. Primary Focus: Mentorship and teamwork. Motto: "We're all in this together.". That does not necessarily mean like for the user for example, but that's the most important thing for them. And I think that, so just to remind the three axioms, short term gains, a lot of people talk about it, short term benefits, short term success, but the difference between short term success in long term success is that willingness. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. Unknown problems. If you're the best at everything, you're the best at nothing. This is infused in the way we do a goal setting. So if what you're saying, what you're sacrificing is not painful, then I think that there's something wrong there that you should reassess again. Nadiem: Well did I think, I think we've covered a lot of ground here. Uh, but then it just didn't, it, it didn't matter. Because you know, when you're juggling, and I think we're all guilty of this, in many, many ways around thinking that hey, we can do it all as a company, as, as leadership. Gojek has made 13 investments. 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. 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. thegeneralist.substack.com. Yeah. And the research and the data is very important as well. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. This thing that I've been doing for a while actually doesn't really matter. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. It's not a, it's not just a value like a core value. He's like, what? 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. Share. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. Nadiem: And if you connect the first theme of bottom up innovation to the second theme that we just discussed, um, about, uh, building bridges and breaking walls, right? Right. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. I think a lot of people are or a lot of listeners are wondering like is it really worth it? The other is fear. Right? But, um, I think we really have to be almost obsessed with like infusing that in different parts of the company. And, and explicitly calling it out in front of all the other product, group heads. Right. For me it's when they're trying to raise something to me, right? 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. 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. There was less lack of clarity in what product teams need to prioritize because their leader's just prioritize for them or we prioritize a for them. And so, you know, the ownership is also it's not just about kind of like being, you know, the first on the ground if you know there are issues. Because you understand the whole logic of like, why you made these decisions. But what do you think is then the ideal leader? Nadiem: Exactly. To the point of what's sustainable. Yeah. I think coming in year three, four, five and then 10 years is exponentially greater. But if you anchor your solution first and they're constantly going to be having to beat your solution and have the confidence and they have to have the confidence to actually try to beat your solution, which is a huge mental hurdle given that you're their boss when they actually did have a solution, but they are like, if I see this now, you know, am I going to make him feel like his solution isn't the best? And what's bad about that is then, uh, information, uh, that is necessary for better decision making. You don't say, oh, that's not my problem. There are a lot of myths out there that we want to dispell. Begins to paint the town green in DC, but you are gojek organizational culture those people who better! Said my boss did it, it, it 's not just a value like a fundamental kind of that... 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Simple but very difficult thing to achieve because of this journey is nothing short of..
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