And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. 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. 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. And the first one is this, the theme is called "be the best at what matters", what truly matters. And so let's talk about these three things. Right. Yeah. This is a highly collaborative work environment where every individual is valued and communication is a top priority. Nadiem: And all these hows. 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. And this, whether or not this is a bad decision whether or not I have information that actually might make this a better decision is irrelevant. Enter the Gojek app. 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? Kevin: Yup. Right. 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. 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. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. I think, um, I think what we've seen, are there's a different flavors of it. We know for a fact that is there is no finish line and its a continuous journey to achieve amazing things and changing millions of lives for the better. And so having that empathy is key instead of having a more kind of inward looking part about what your team is obsessed with or passionate about and that's hard to do. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. Listed Fortunes favorite again! Yeah. Because if you're not doing things the right way, eventually those things all kind of fall apart. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. Right? Like what should they do and, and what would you give them credit for? It's like the favorite catch word. Secara parsial, Gojek juga menerapkan budaya organisasi market. We really love innovation. Right. GoFood rated #1 user-friendly app during the pandemic. Yeah. And getting feedback from people about that. Right. Building shared valuesand living those valuesis the bedrock of good corporate culture. Oh, I love this feature. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. Uh, you know, people. We got Nadiem and Kevin again, that's right on Go Figure podcast. Long term success takes a lot of sacrifice in the short term. I think most smart modern people will agree that these are right things to do. Kevin: Yeah. Yeah. Kevin: Yeah, totally. The lower layer has to contribute to the middle layer. The sacrifices I think are what's hard. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. It's like, okay, if I am the leader here, I am the most senior person within this group of other people and I am not the one who's coming up with the ideas and I am not the one that's getting credit for making the right calls or coming up with the right ideas, then what is my value? Clocks 3,600x growth in 18 months. Nadiem: like it creates these moats. Or like hit a reliability rate of X percent. About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. Right. [1] We are here because of each other. Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? 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. A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. Right? The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. Even if you're not leading a team, you need to have thought leadership. 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. Top down isn't about being a, uh, you know, like a tyrant. 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. Nadiem: Yeah. We actually forced groups to share their key results. I think the habit of just like, hey, like, let's do this. This one's good about focus and prioritization. Nadiem: Yeah. Series F funding from Google, Tencent, JD.com and Mitsubishi. Nadiem: Right. Crosses 190 million app downloads. Trust is everything. WeWork Calle 26 # 92-32 in Bogota, Colombia. Share this post. Oh, they're great. Kevin: What artificial intelligence. But that enabled this OKR setting process to be much more bottom up. I mean on a daily basis shit is hitting the fan. Like leaders need to reframe their mind. You don't say, oh, that's not my problem. That's right. And what's really interesting about it is that all these hows have no short term payoffs. But it's how far are you willing to go to kind of make that happen? Yeah. 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. Orders explode from 3,000 to 100,000 a day. Kevin: Yeah. That should be like a fundamental kind of mechanism that happens. Massive moats. 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. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. 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. And this is where it also gets tricky. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? 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. Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. So it's more so the top downside almost feels more like coordination rather than like command and control. 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. I don't know why suddenly I'm so much more Kevin: Right? So this theme is about focus. Let's talk about that because if the payoff is not worth it, then why are we even doing this? Right. Should we go one by one and talk about it? Yeah. They decided like, okay, we're going to tackle this. Contact Email info@go-jek.com. Nadiem: Thanks a lot Kev, until next time. Share. 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. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. 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. This ownership gives everyone responsibility to put their best and gives meaning to daily work. I look at all these great things that this thing can do now, but, right. That's a really hard thing to save for I would say anyone. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. The culture consists of an established framework that guides workplace behavior. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. Right. 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. We do our utmost to get this right. You can then bring your solution. 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? But you are managing those people who are better than you. 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