I never used to be a regular youtube visitor. Many companies seek to create cultures that are productive and foster a positive work environment. Uh, and we're all kind of just executing, right? 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? Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. We occupy 3 floors of a building in Bangalore's Diamond. Like when you were at these places where you work and you just weren't listened to 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. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? Um, let's, let's ignore all of these. Over 20 products, 2 million driver partners. Right. If you liked it, please hit like, subscribe and follow us on social media. We actually forced groups to share their key results. Like instead of going up, Oh Kevin, you've got this major issue with allocation in this one city, I need you to immediately pump up incentives right now by this percent so that we can hit a BCR of this percent. Nadiem: Yeah, I get it. Copy link. Yeah. This page was last edited on 17 February 2023, at 02:26. All structured data from the main, Property, Lexeme, and EntitySchema namespaces is available under the Creative Commons CC0 License; text in the other namespaces is available under the Creative Commons Attribution-ShareAlike License; additional terms may apply.By using this site, you agree to the Terms of . Who says change needs to be hard? Repeat. Because they receive direct commands on what to achieve and sometimes how to achieve it. Right? Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. I think a lot of people are or a lot of listeners are wondering like is it really worth it? You can then bring your solution. I guess processes if you will. That's a short term. Um, and I actually think that, um, it's not just realizing it late and it's not just that I think it doesn't happen frequently enough. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. And the reason why is because as the company grows, the level of complexity is so high. Yeah. And to your point I thought was really interesting, this whole notion about this, it's all fair and good until you get, until you select the wrong thing to be the best at. 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. But it's how far are you willing to go to kind of make that happen? Yeah, very, very powerful stuff happens so you have to back it up. So for, you know, if you kind of went through that whole thing you know, that this is, this is your idea, this is your baby. A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. Category - Community and Industry Engagement. Kevin: Yeah. A strong organizational culture reflects employee values and helps enterprise companies thrive. There are a trove of new projects both teams are cooking up. Because they're closer to the problems. Phone Number +62 21 50251110. Build shared values. Were now talking 100 million orders a day. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. This is infused in the way we do a goal setting. The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. Awards and recognitions Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Kevin: Yeah, totally. Kevin: Yeah, it's the how, right? 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. Right? 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. 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. And what's really interesting about it is that all these hows have no short term payoffs. Uh, rather than thinking about, you know, building an enduring company or in doing business. 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. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. So I think on the planning process, what's your idea of an ideal bottom up leader? It's hard and, it's hard in any kind of fast paced industry, right? There are very, very many good benevolent dictators in tech companies out there, right? So just to review, that one more time. 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. 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. 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. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. This isnt to say that we dont disagree like any group of passionate, opinionated people, we disagree often. So we've cracked that we need to first bottom up individual. Whether you're looking to get across town, or even earning on the road, choose Gojek - we're the city's latest ride-hailing app dedicated to making your commutes all that much better. Uh, yeah. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? Maybe it's your idea, you thought about this whole thing, uh, you pitched this whole thing, um, you convince somebody that this is the right path and now you're doing it right. But for either reason, it just keeps guessing what I want to do next. What do you think is the ultimate sacrifice? And I think these are the things that very often organizations are too lazy to invest in upfront because they don't give, there's no instant gratifications here. 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. How well and how quickly can I do it? Making that extra effort to learn, listen and grow together. 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. And I think that kind of like ties us all together. And, and explicitly calling it out in front of all the other product, group heads. 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? We grew 900x in 18 months and still rapidly doubling. We need to tap into the collective creativity and power of our teams. Right. And the third theme is really about building bridges and breaking walls. Yeah, just can't do everything. Yeah, exactly. GOJEK does ride hailing, food delivery, payments even on demand massages. Uh, we should, uh, get, uh, teams to align with each other. This one's good about focus and prioritization. The best bottom up leaders were like, hold on, let me talk to my team first. Yeah. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. But it's also about having the best ideas on the solutions because that's your thing. Nadiem: That's super interesting. Yeah. Series F funding from Google, Tencent, JD.com and Mitsubishi. 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? Move Marketing A. Um, and so, uh, I think, uh, they are inherently kind of, um, I guess those so called leaps of faith because it's so easy to kind of just brush them aside. It was fun. I think the habit of just like, hey, like, let's do this. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. 7. Right. So when I go and say, Hey, can you do this? GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. Right? See? Trust is everything. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. Right. Number of Exits 3. Let's talk about what we're not going to do. Kevin: Yeah, I think so. 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? Telkomsel and Telkomsel are the most recent investors. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. Like, why am I here leading all these people if they can do a better job than me? And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. Like, like everyone will agree that yes, absolutely we should do that. I mean, I think, I mean without naming, you know, specific things that we've done, there's definitely been a few big things that we've done. So there were all of these perceived benefits, right, that you could immediately see right away. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . 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? Nadiem: You don't have to be an asshole. Gojek is founded on the principle of leveraging technology to remove life's daily . Yeah, right. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. Grows 1,100x in total volume of transaction. But that enabled this OKR setting process to be much more bottom up. Long term success takes a lot of sacrifice in the short term. 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. That's right. 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. Hmm. You say, yeah, that's, you know, I'm going to solve it. 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 think out of, at least for, you know, all the companies that I admire. You want the person closest to the user or to the problem to actually decide what truly matters. Those issues happen. We just did. You're a new father and you have two daughters. And it just shows that there, there are some of these like achiever showers or, uh, you know, uh, leaders that yes, they do, they hit those milestones, but at what cost? 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. Nadiem: Yeah. Right. Let's talk about that because if the payoff is not worth it, then why are we even doing this? The lower layer has to contribute to the middle layer. Tell us why it matters and tell us what you're going to be sacrificing. 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. There were some clear benefits. And this is infused in how we run meetings and cadences. Nadiem: Yeah. Oh yeah. Right? Hmm. I think, um, there's almost a cost to it actually. And that's how we grew really fast. Oh. 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. But what, what about ownership makes sustainably successful teams? Kevin: Yeah. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. People, we 're all kind of make that happen as an individual contributor solve it am I leading. Receive direct commands on what truly matters why am I here leading all these people if they can do better... Grew 900x in 18 months and still rapidly doubling of just executing,?! Like more on the solutions because that 's, let me talk to my first... Dont disagree like any group of passionate, opinionated people, we should do that: how many have... 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