Kevin: But did you also know people who are totally fine with just like, hey, heads down. 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? You're great for short term. Google is home to countless communities of unique people. And there's a lot of different ways to define what really matters. As our Group CTO, Ajey, says in his post on our engineering principles, every decision is the right one at the time its made. It is possible to create organizational structures that are tailored to the needs of specific businesses and industries based on functions, markets, products, geographies, or processes. 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. Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. And the third is some material incentive, right. 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. Sense-making has been. Culture matters because it boosts productivity, agility, employee engagement, and innovation. Like what should they do and, and what would you give them credit for? The best bottom up leaders were like, hold on, let me talk to my team first. I think, I think one very easy one. 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. We're all about that. It's basically another word for our target setting and goal setting. There are very, very many good benevolent dictators in tech companies out there, right? And then we come to the third kind of strategic theme, which is be the best at what matters. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. 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. That's a short term. Yup. An organization's core values describe how group members should treat one another, how employees can expect to be treated, and what central values everyone at the company shares. 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. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. Culture as organizational personality And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. We all do our bit to make sure it's transparent and open to innovation. Bridges. Sebagai What makes a difference, though, is that each of us is willing to try. And that's sort of the, the waterfall comes out. I'm thinking what's next? 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, you know, people. 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. And you would imagine, probably if you have less ideas that probably you'd be happier. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. Kevin: Yeah. And so it's very easy to kind of, you know, create that alignment and people are excited. Kevin: And so you see like the, that payoff, right? We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. Nadiem: That's right. Right. Or you have to constantly experiment by default, that means you have to fail most of the time. Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . It's just a different way of seeing that red flag. We occupy 3 floors of a building in Bangalore's Diamond. 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. Nadiem: Thanks a lot Kev, until next time. Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Kevin: Correct. And it was, it wasn't like, oh, we have to grow this fast. After about a year or even more than a year, then we see unreplicable payoff, right. Right? thegeneralist.substack.com. Share. People's incentive is to, oh, okay, my boss told me to do that. 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. The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. So we move faster, right? And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. Top down isn't about being a, uh, you know, like a tyrant. Kevin: So what do you think then is the, in this framework, right? Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. Nadiem: Like they want to be the best at recommendations. That makes them feel more safe. 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. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. If you just set from top down that, that direction without actually taking in the feedback and inputs of each of those key leads under you, I think that's where the beginning of the end, you know, like that's where you start losing credibility, you start losing trust and you start losing motivation. A great way to understand an organization is to ask, Why should someone work there?. 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. The culture consists of an established framework that guides workplace behavior. Examples include integrity, teamwork, transparency, and accountability. But what do you think is then the ideal leader? 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. Listed Fortunes favorite again! Yeah. This person's been crushing it. Gojek is founded on the principle of leveraging technology to remove life's daily . 2019 is really about the how. Who says change needs to be hard? Right? 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. We all do our bit to make sure its transparent and open to innovation. 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. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. And the reason why is because as the company grows, the level of complexity is so high. Move Accounting W. Move Sales A. Right. It's so complicated. Copy link. And I think what ended up happening was a lot of people ended up becoming more or less engaged. Better rides coming your way. A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. I think, um, there's almost a cost to it actually. 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. 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? But without that requirement to share the key results, then you'll never get credit for it. 1. Review the different organizational structures most commonly used. 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. 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. Yeah. Right? Series F funding from Google, Tencent, JD.com and Mitsubishi. I don't have to think, because as long as I said my boss did it, I'm safe. When they're trying to raise something to me, I would like to hear, you know, I would like to hear, um, credit given to others. Rather than being the guy or the girl who has all the ideas. 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. For me, its the people. We've invested so much time and effort. Decoupling what truly matters to the user to what you're so fired up about. Motto: "We're all in this together.". 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? 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