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 It defines and creates a unique environment to work in. 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. Five People CEOs Need To Add To Their Team. According to MomentumWorks, this is the structure of the board of directors: Founders CEO and founder Nadiem Makarim who holds 58,416 shares, accounting for 4.81% of the total shares. Gojek launched its application in 2015 with . About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. 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. Rather than being the guy or the girl who has all the ideas. Yeah. Nadiem: Right. That's a really good reflection of it. Right. 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. 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? Uh, but then it just didn't, it, it didn't matter. One of the few Southeast Asian companies to be listed twice by Fortune. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . Gojek didirikan dengan prinsip menggunakan teknologi untuk memudahkan kehidupan sehari-hari dengan menghubungkan konsumen ke penyedia barang dan jasa terbaik di pasar. Kevin: Correct. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. Being part of this journey is nothing short of exhilarating. Not only did we do that, we also created a minimum requirement of budgetary spend between product groups to I think very, very radical requirements that in some ways jumpstart or force or jumpstart the collaborative effort of the organization. Nadiem: Right. Which used to be our criteria back in the day. 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. Share this post. Kevin: So I think, I think in the early stages, it's, um, in the early stages, it's, it's really easy to do a top down without feeling bad about it. So I think on the planning process, what's your idea of an ideal bottom up leader? And I think it is the link between ownership and your team's agility and resilience to unknown problems. Go-Jek has a board of directors and a board of commissioners, in accordance with the dual governance structure that's mandated by Indonesian law. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. Gojek is funded by 34 investors. We've run out of time, but you know, we could go on for hours about. Right? 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. If you're the best at everything, you're the best at nothing. Nadiem: And so the, the role of leadership there, and I think that there's a point to be made about when you're talking about building bridges and breaking walls, forcing that from a top down approach also is not very effective. Jan 13, 2022. So it's funny, it's almost the same thing. It's a very small, it's very small nuance, but yet critical. We're all about that. 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. Yeah. We really love innovation. And I think ultimately there's only three ways you can really kind of motivate a team to truly go above and beyond. Bridges. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. I was just labeled a dreamer all the time. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. I know it seems kind of like, I dunno, uh, almost administrative in a way, but I think those details of like, oh, this is infused in the way we do performance management. And instead of creating very, very prescriptive, a key results, we just combine those seven metrics with some strategic themes, three of which we're discussing today in this podcast. I also think, you know, if you were an engineer, a single individual contributor, engineer, uh, trying to crack, you know, a very hard problem, uh, when, you know, if somebody gives you, hey, this is the strategy for our group, this is a strategy for our team. Uh, we should, uh, get, uh, teams to align with each other. Right. Not in a light touch way. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. With which to decide what to be the best that because it's not just to be the best, that it's something you can leap frog, either competition or any kind of state you can be the best at something that truly matters to that end user. Photograph by WeWork. Yeah. Because they're closer to the problems. Sense-making has been. Nadiem: yeah, when, when things are bad, you have to, yeah. Gojek is founded on the principle of using technology to remove life's daily frictions by connecting consumers to the best providers of goods and services in the market. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. Right. It is the only company in southeast asia that is included in fortune 's 50 companies that changed the world in 2017 and 2019, ranked at 17 and 11, respectively. 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. The underlying cultural assumptions can both enable and constrain what an organization is able to do. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. Di antaranya : 1. Innovation Solve problems at scale. Sebagai Nadiem: Same exact thing. Like, like everyone will agree that yes, absolutely we should do that. 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. I'm going to check it out first. Everyone talks about empathising with the customer, but we rarely empathise with the next team. A Trusted Advisor. 2019 is really about the how. 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. The best bottom up leaders were like, hold on, let me talk to my team first. Because the whole point about having a sustainable long term business is having a critical mass of people who can lead. Secara parsial, Gojek juga menerapkan budaya organisasi market. I look at all these great things that this thing can do now, but, right. When people feel comfortable in a space, when they . Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. So we've cracked that we need to first bottom up individual. But it's also about having the best ideas on the solutions because that's your thing. Should we go one by one and talk about it? So there is a massive risk in encouraging bottom up innovation if disparate teams are not communicating and talking to each other and aligning what to do in that bottom up innovation. Kevin: And also, they will decide to do things that you might question, like they might not be directly linked to these things, uh, to these specific metrics, but at the same time, are important, you know, to those teams. This one's good about focus and prioritization. Yeah, just can't do everything. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. 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? GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Pay Off. Gojek becomes Indonesias first unicorn. You name it we do it. Who says change needs to be hard? It's so complicated. If you just focus on output numbers, then at a certain point, those output numbers like revenues, sustainability, all of this other stuff might go down over time if you're not investing in the long term leading indicators of health in an organization. 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. 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. [1] Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. Over 20 products, 2 million driver partners. You just like, fuck, I've just spent like an hour and a half on my life just like in a YouTube hole. Just like saving a dollar every day. They're very hard at realizing value up early. And the reason why is because as the company grows, the level of complexity is so high. Nadiem: Debatable. Nadiem: But it requires a huge amount of faith that it will pay off. Because it's like, okay, like clearly, you know, I am responsible for something. Grows 1,100x in total volume of transaction. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. To make matters worse, Sam was just getting off a plane in Singapore. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. If you liked it, please hit like, subscribe and follow us on social media. So just to review, that one more time. Orders explode from 3,000 to 100,000 a day. How would you approach like, your kind of parenting style with respect to this, right. Easy, easy things to say no don't count. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. 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? . Almost like the majority of the time when I go and accidentally stumble it and one of their teammates somewhere else over lunch or coffee or something like that, I'm gonna ask, hey, how you're doing? 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'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. What we did was we invited all the groups together so that peers could challenge and review and we had a whole section of how they can help the issues that they can help with for other groups. We all do our bit to make sure its transparent and open to innovation. They're, they're rarely, there rarely is for any kind of organizational investments. Category - Community and Industry Engagement. Kevin: So what do you think then is the, in this framework, 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 . Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. And then suddenly like a product just like leaps in terms of just quality, uh, you know, about like a year or two years after that. And we're also much further from the problem. And that is actually you run into huge amounts of problems, cascading targets that way. They just had a way or a means to communicate through bottom up. And I think out of, at least for, you know, all the companies that I admire. 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. In all companies. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Yeah, right. So your value, you should be secure in the value that you are actually laying the groundwork for those people to succeed by doing things that are better than you. 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. We didn't just say, you know, build bridges, break walls and then not back it up by anything. The sacrifices I think are what's hard. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. Yeah. We are in a fast-paced environment but I know I can slow down when I need to. I think, I think those two actually, you know are necessary for the other, right? Right? It's very hard. Right? Yeah. Innovation is the sacrifice really. Once, because most problems are unknown problems. Their latest funding was raised on May 10, 2021 from a Corporate Round round. Okay. Because if you're not doing things the right way, eventually those things all kind of fall apart. I think also a lot of, one of the reasons why this is one is challenging is because a lot of times people, people, leaders, then might feel insecure, right? 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. I think, um, I think what we've seen, are there's a different flavors of it. Nadiem: Yeah. And what's the difference between thought leadership and just being really good at execution? Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. Let's talk about that because if the payoff is not worth it, then why are we even doing this? You can see this happening in our every day conversations. That should be like a fundamental kind of mechanism that happens. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. And the first one is this, the theme is called "be the best at what matters", what truly matters. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, 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? We just did. And so if you kind of focus too much on the what and the output here, which is just like all me, uh, then the easiest thing to do is just for, it's for me to always make it look like, you know, I'm the person who has all the ideas and the execution to my boss. The culture consists of an established framework that guides workplace behavior. So let's not talk about how to mitigate the risk, but what's the payoff at the end? And I think it's easy to kind of get into that, uh, into that mode and yeah. I think a lot of people are or a lot of listeners are wondering like is it really worth it? They break it down into the core values to help the employees reflects on the behaviour. GoFood rated #1 user-friendly app during the pandemic. And look, hey, you're a new father, right? Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. Yeah. It's about being the best at what truly matters, which is about a focus. Oh yeah. We all do our bit to make sure it's transparent and open to innovation. Gojek | 832.890 pengikut di LinkedIn. 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 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. Uh, and we're all kind of just executing, right? Kevin: Yeah, I think so. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. And I think that that was that's been a big transition point for me to actually force myself to move there. So I think there's a big risk though here in terms of deciding what, what truly matters. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. That's just noise. 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. What do you think is the ultimate sacrifice? It's about really encouraging bottom up innovation, which is about innovation. Culture matters because it boosts productivity, agility, employee engagement, and innovation. A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. 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. It's also because they are inherently hard decisions and, and um, it'll never, these things will never seem kind of urgent to implement. Improves Employee Engagement . That's, I think the first thing. Pamela Chan. GET allows me to have initiative and be creative. 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. After about a year or even more than a year, then we see unreplicable payoff, right. Right? Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . And you're beat, you're there. I guess processes if you will. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. 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. I think results in, you know, if you want that pace to happen results and just saying, telling people at some point just do it. And I think that's very important to him to codify it. Gojek (then GO-JEK) begins to paint the town green. It's rare, but it is possible. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. 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. Uh, what is obviously the, that, that, that ownership. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. It was good. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. Gojek has raised a total of $5.3B in funding over 13 rounds. You understand the key results that you were trying to achieve. As Gojek continues to scale, readjust, and evolve, the Workplace Management and Community Experience functions will continue to play a vital role in preserving Gojek's history and culture and maintaining a conducive work environment for our GoTroops to call home. All the time. Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. In a hyper-growth organization like GO-JEK, technology plays a vital role. Because it's easy to say, oh, those things don't matter and it's easy. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Its not unusual for a person to move teams to pick up a technology theyre interested i,n or pair on solving a common problem. So this theme is about focus. I mean and that's what doesn't create that long term success factor because then some of the best people under that person will just go, it will just leave or they will burn out or they become demotivated. The three pillars of Gojek Speed Move fast, push boundaries. Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. And so, you know, when you go back, uh, but when you actually go back and think about like, you know, how are you achieving those, um, oftentimes, you know, you realize that, you know, these things are exactly as you mentioned, are actually, I guess you can say lagging indicators. 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? That's a really hard thing to save for I would say anyone. Sometimes this is dangerous, but you know what you're good at. Yup. 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? We are here because of each other. And you see this in product teams all the time, right? 1. Review the different organizational structures most commonly used. 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. 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. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. 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. WeWork Calle 26 # 92-32 in Bogota, Colombia. Right. Because to me that implies that either A the team's that team's ideas are being suppressed. And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. Nadiem: but that's the difference, right? But I think really having that mindset of being, thinking about, you know, what are the things that really matter and what are the things that don't matter, even though I kind of feel like I should be doing them right? Right? I feel exactly the same. As individuals and as a team, we never let ourselves get too comfortable whether its about knowing a piece of technology, scaling for hyper-growth or achieving new milestones every day. There might be some misalignment and what teams are doing versus each other. Unknown problems. Nadiem: Yeah, we can go on for hours about this. I think in many ways we have to sacrifice the concept of overly, number one, overly rewarding teams for their achievements of their own team only instead of the bigger group or the bigger company for that reason. But they rationalize how they're going to help achieve that metric as opposed to we set these very prescriptive targets and goals and then each then the, the groups take it on and then the sub-groups take it on. GOJEK does ride hailing, food delivery, payments even on demand massages. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. Their recreational facilities as work out gyms, assorted video games, ping etc... Things to say no do n't matter and it 's easy to say oh! 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