Enter the Gojek app. Because the whole point about having a sustainable long term business is having a critical mass of people who can lead. And getting feedback from people about that. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. And I think it's much easier for companies to ignore this fact, but if you get that right in the beginning, there's your probability of success. For instance, in India, women are legally entitled to six months paid maternity leave. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. Clocks 3,600x growth in 18 months. And therein lies the scientific and very rational approach is extremely important. We are here because of each other. Kevin: Yeah. 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 we're also much further from the problem. Right? That just kind of like took off. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? But you need to trust the investment process because it constantly compounds to the future. It was like, okay, that sounds cool. So there's all these factors, but overall, as a general characteristic, some of the things that even I struggle with, by the way, so I'm not saying I, yeah, I'm very good at this as well. They're very hard at realizing value up early. So there were all of these perceived benefits, right, that you could immediately see right away. WeWork Calle 26 # 92-32 in Bogota, Colombia. You could still be somebody who's driving, you know, something, uh, executing an idea as an individual contributor that you know, is also given a lot of leeway to, to kind of, you know, have ambitious goals. 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. Nadiem: With the context of being a bottom up facilitating leader, right? There are a lot of myths out there that we want to dispell. I don't have to think, because as long as I said my boss did it, I'm safe. Bridges. This ownership gives everyone responsibility to put their best and gives meaning to daily work. 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. Kevin: Yup. Building shared valuesand living those valuesis the bedrock of good corporate culture. Intro: Welcome to GO FIGURE. 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. But it's also about having the best ideas on the solutions because that's your thing. I think the habit of just like, hey, like, let's do this. It's not a, it's not just a value like a core value. 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. But that enabled this OKR setting process to be much more bottom up. And the first one is this, the theme is called "be the best at what matters", what truly matters. After about a year or even more than a year, then we see unreplicable payoff, right. 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. Hmm. 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. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. Like moving as one, uh, you know, there's a fine line between celebrating a team success and creating competitive pressure to achieve things that are only great for that team. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. Like what, what does this mean? And this is infused in how we run meetings and cadences. Which is around building these bridges. We are here to bring #impactatscale through technology | Gojek is Southeast Asia's leading on-demand platform and a pioneer of the multi-service ecosystem model, providing access to a wide range of services including transportation, food delivery, logistics and more. Right. You can see this happening in our every day conversations. 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. Kevin: Yeah, totally. Because it's easy to say, oh, those things don't matter and it's easy. But in the bigger scheme of things, it's not what truly matters to their end user. Gojek becomes Indonesias first unicorn. Orders explode from 3,000 to 100,000 a day. Yeah. 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. Copy link. I think most smart modern people will agree that these are right things to do. Right. Ranks 17th among Fortunes Top 20 companies that changed the world. Right. Right. 2019 is really about the how. 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. Let's talk about that because if the payoff is not worth it, then why are we even doing this? Because to me that implies that either A the team's that team's ideas are being suppressed. 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. 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. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. Phone Number +62 21 50251110. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. And you're beat, you're there. The sacrifices I think are what's hard. 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. Evaluate. Just that, that little tell. It's just that they have, their team happens to do that really well. That's a bottom up leader. It's all fun and Games until you get that decision wrong. Gojek and Tokopedia unite to form GoTo, the largest tech group in Indonesia and the go to ecosystem for daily life. Di antaranya : 1. Right. Kevin: Yeah. Motto: "We're all in this together.". Thats one of the fastest in the world. To the point of what's sustainable. So when I go and say, Hey, can you do this? Mario Gabriele. Do you understand what the objective was? It's so complicated. 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. Yeah. Right? I feel exactly the same. Kevin: I agree. There were some clear benefits. Gojek has made 13 investments. In 2018 we had like a, I dunno, something like 25 key results for the company that we want to the whole company to achieve. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. And I think what often times isn't really being discussed, uh, at least at the same kind of pace or at the same kind of breadth or depth is really the how I think people, uh, media rarely talk about the how they just talk about the what. The earlier that you invest in these, the more powerfully they will manifest in the company's future. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. 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. Nadiem: Right. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. Nadiem: And all these hows. You can't just, you can't just throw it out there. As our Group CTO, Ajey, says in his post on our engineering principles, every decision is the right one at the time its made. So keeping it real is kind of our mantra. From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? Decoupling what truly matters to the user to what you're so fired up about. "We had teams in DC, but no . 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. And there's a lot of different ways to define what really matters. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. Because you understand the whole logic of like, why you made these decisions. Yeah. Right. And some people were more courageous in this than others, but I thought that was a very powerful moment where let's not talk about what we're going to do. Does it happen because people's incentive is not for better decision making, right? You say, yeah, that's, you know, I'm going to solve it. 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. And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. Right. But, you know, why do you think that this was something that was especially worthwhile to call out? And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. The culture consists of an established framework that guides workplace behavior. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. Right. That's just noise. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. When people feel comfortable in a space, when they . And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? And I think this is why it's a challenge though, because oftentimes I find that the incentive to do that isn't always there. Right. It's been horrible. 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. Right. 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