Well, it's hard. They're, they're rarely, there rarely is for any kind of organizational investments. Right. Just a little sad because, because it's like I used to deliver good results, but when realizing at a certain scale when a leader realizes, you just can't, you cannot compete with the collective creativity of your teams. Right. I haven't gone home since like two days. We currently operate HQ offices in both Jakarta and Hangzhou, China. And this is infused in how we run meetings and cadences. At the very best. And you're beat, you're there. Then you know, it's kind of hard being in a tech company. 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. I think, I think one very easy one. Enter the Gojek app. We occupy 3 floors of a building in Bangalore's Diamond. Evaluate. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. Every piece of code we ship and our efforts to make sure our customers have a better experience. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. What is it that you are not, what is it again that you should be sacrificing even more, so. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. And I think in a world where, you know, a company is growing and in a world where there is competitive pressure obviously in many different, you know, from many different angles in the business, I think there is the temptation to say, oh, we have to win every single thing. Kevin: I agree. 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. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. The sacrifices I think are what's hard. Once, because most problems are unknown problems. All the time. 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. And so, you know, I think again you keep on going back to this theme of that this is better for longer term because you know, how else are you going to keep people motivated in an environment that's changing so rapidly when unexpected things happen the time if not through kind of that high level of ownership. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. And what's really interesting about it is that all these hows have no short term payoffs. Tell us why it matters and tell us what you're going to be sacrificing. Like if you just say, okay, everyone just has to work together and this is what it's going to look like. Orders explode from 3,000 to 100,000 a day. It's like a learning hub, right? And you see this in product teams all the time, right? And, and there were some clear benefits to that. Right. "We had teams in DC, but no . Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. 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. 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. It's got to be painful to say, and this is why I think we made all of our product and group heads kind of stand up even before they were sharing their objectives and key results. Right? The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. Primary Focus: Mentorship and teamwork. 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. GoFood becomes the world's most helpful and user-friendly app during the pandemic. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. 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? Here's how organizational culture might have been handled in the past: The CEO commissions the Human Resources department to produce an effective company culture. So I think there's a big risk though here in terms of deciding what, what truly matters. HR designs a campaign to tout a . Right. That's just noise. Hmm. Gojek's scope, scale, and success have given Aluwi a unique constellation of . Right. Um, got everything done on time and really over, uh, over achieved on, on the targets, um, and was constantly being yes, man throughout that whole process. And that's sort of the, the waterfall comes out. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. That's a really hard thing to save for I would say anyone. 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. 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. Right? 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. So if what you're saying, what you're sacrificing is not painful, then I think that there's something wrong there that you should reassess again. Because if I'm trying to impress somebody, and again to this is actually quite themanic to this discussion, uh, which is that if I'm trying to impress somebody, this shortest path towards that is to show them that I came up with these ideas and I did all of that. You, you left. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. That's a bottom up leader. So when I go and say, Hey, can you do this? People's incentive is to, oh, okay, my boss told me to do that. There were some clear benefits. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. 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. Five People CEOs Need To Add To Their Team. Innovation is the sacrifice really. Nadiem: As opposed to solving the problem. 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. Gojek and Tokopedia unite to form GoTo, the largest tech group in Indonesia and the go to ecosystem for daily life. Hope you enjoy it. And the reason why is because as the company grows, the level of complexity is so high. 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. The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. Those issues happen. 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. Nadiem: Exactly. Nadiem: And all these hows. Uh, I think, uh, it's easy to think that you're doing things the right way when the what is, you know, all you care about, 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. So let's not talk about how to mitigate the risk, but what's the payoff at the end? It's rare, but it is possible. Implement. But in the bigger scheme of things, it's not what truly matters to their end user. Yeah. Better rides coming your way. When people feel comfortable in a space, when they . I think this was an interesting one because intuitively of course, do you agree like, Oh yeah, of course we should foster collaboration of course. Right? There are a lot of myths out there that we want to dispell. Right. But for either reason, it just keeps guessing what I want to do next. You say, yeah, that's, you know, I'm going to solve it. Culture as organizational personality Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Kevin: But did you also know people who are totally fine with just like, hey, heads down. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. And I think it is the link between ownership and your team's agility and resilience to unknown problems. Like I think maybe bottom up innovation is a very specific one. So you have to have targets at the top and everything has to be MC, the middle layer has to contribute to the top layer. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. Right? 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? 2019 is really about the how. 1. Review the different organizational structures most commonly used. Right. 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. Building shared valuesand living those valuesis the bedrock of good corporate culture. Culture matters because it boosts productivity, agility, employee engagement, and innovation. Or you have to constantly experiment by default, that means you have to fail most of the time. And that is actually you run into huge amounts of problems, cascading targets that way. It's so easy to say, you know what, it's not worth it. 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. Not in a light touch way. You can see this happening in our every day conversations. Organizational culture is the rules, values, beliefs, and philosophy that dictates team members' behavior in a company. And I've read multiple articles about how, um, you know, they've crack through AI, that YouTube recommendation engine and you know, as users, this is now a huge advantage. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. Um, and it's out of our control, right? 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? And around prioritization. Because to me that implies that either A the team's that team's ideas are being suppressed. And I think that's very important to him to codify it. The Wisdom List: Kevin Aluwi. 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. Hey, can you do this the pandemic of a building in Bangalore & x27... Women 2020 Asia Pacific Women Empowerment principles awards a tech company CEOs Need to Add to Their team said trade. Dan serius tidak harus mengenakan jas rapi are totally fine with just like, Hey can! 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