GoFood becomes the world's most helpful and user-friendly app during the pandemic. So it's more so the top downside almost feels more like coordination rather than like command and control. GoFood rated #1 user-friendly app during the pandemic. . And the third is some material incentive, right. I mean on a daily basis shit is hitting the fan. That should be like a fundamental kind of mechanism that happens. Listed Fortunes favorite again! 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. And I think courage to believe that those unsexy, slower, more painful investments you put into your organizations will ultimately lead to far longer successful run, and in a much more sustainable way. It's hard and, it's hard in any kind of fast paced industry, right? It's like a learning hub, right? Indonesian technology company. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. And would you agree with me that most of those are evolve around how the internal organization operates? Gojek launched its application in 2015 with . Nadiem: Right. 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. We've invested so much time and effort. 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. Uh, rather than thinking about, you know, building an enduring company or in doing business. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. But it's how far are you willing to go to kind of make that happen? Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. 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. Uh, but then it just didn't, it, it didn't matter. GoFood rated #1 user-friendly app during the pandemic. There might be some misalignment and what teams are doing versus each other. And here's where it gets really tricky. Nadiem: yeah, when, when things are bad, you have to, yeah. Category - Community and Industry Engagement. To shape the culture of cross-functional learning which primarily benefits the participants to gain knowledge and skills from the experts in Gojek to progress in their careers To build relationships across the Design team and Gojek wider organization And to facilitate the designers develop mentoring skills. 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. Right? 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. Test. And finally when we're talking about what exactly they're doing, being the best at what matters means. Like if imagine trying to start another just general video sharing platforms. I haven't gone home since like two days. Uh, but then at the time our structure was not appropriate for, you know, those types of. This person's been crushing it. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. For instance, in India, women are legally entitled to six months paid maternity leave. 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. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. 1. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. 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. Culture matters because it boosts productivity, agility, employee engagement, and innovation. Researchers - Global UXAlliance, Usaria, and Somia CX. And you see this in product teams all the time, right? For us at Gojek is founded on the principle of using technology to remove life's daily frictions by connecting consumers to the best providers of goods and services in the market. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? Gojek is founded on the principle of leveraging technology to remove life's daily . For me, its the people. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. The other is fear. Built a culture of high data literacy. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. GET allows me to have initiative and be creative. It's going to do, you know, I'm going to do whatever, you know some, someone told me and, and I think you know, you, you also have smart people who kind of, or smart people who also fall in that category. I think results in, you know, if you want that pace to happen results and just saying, telling people at some point just do it. Kevin: Yeah. The three pillars of Gojek Speed Move fast, push boundaries. Let's talk about what we're not going to do. 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: Yeah, I get it. From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. Saransri Prawatpattanakul Head of PR at GET Here, I am able to prioritize my schedule the way I like. You say, yeah, that's, you know, I'm going to solve it. 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. Right? We like to talk about things we like and talk about things we don't like. But for either reason, it just keeps guessing what I want to do next. Right. Like what, what does this mean? But you know, I think you're right. Right? If you're the best at everything, you're the best at nothing. You understand the key results that you were trying to achieve. That must be shared with another group. So it's funny, it's almost the same thing. 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. Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. 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. It's all fun and Games until you get that decision wrong. You can't just, you can't just throw it out there. Right? Right. Right. If we're just going to tell them what to do. 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. Google follows the corporate culture. And its not just me, most of us at GO-JEK will have a similar answer. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? And then, it is a tenuous balance and I think in some ways, right? 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. thegeneralist.substack.com. Okay. Every piece of code we ship and our efforts to make sure our customers have a better experience. I don't know. It's like the favorite catch word. Or like hit a reliability rate of X percent. Repeat. Nadiem: That's right. 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. Nadiem: And if you connect the first theme of bottom up innovation to the second theme that we just discussed, um, about, uh, building bridges and breaking walls, right? And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. Right? And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. 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. Operations expand beyond Jakarta. Better rides coming your way. Long term success takes a lot of sacrifice in the short term. To make matters worse, Sam was just getting off a plane in Singapore. And I think the ownership comes because it's your idea, right? It was like, okay, that sounds cool. If you just kind of have to really view things from you know, a problem or customer or user first. Gojek | 832.890 pengikut di LinkedIn. Share this post. This thing that I've been doing for a while actually doesn't really matter. 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. Twitter. It is an actual, you know, tradeoffs that you have to make and some of the trade offs you're asking about the trade offs, what's the risk of doing it, things like that. Yup. Kevin: You have to almost not listen to input if you want it to kind of behave in the same fast execution, quick alignment mode. Nadiem: And why is that a bad thing? I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? 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. Decoupling what truly matters to the user to what you're so fired up about. Nadiem: With the context of being a bottom up facilitating leader, right? 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. And how did you feel? Gojek - Org chart | The Org Gojek 99 Followers Overview Org chart Teams Jobs Wires Org chart Andre Soelistyo Managing Director 12 Add people Collapse David Fitzgerald CFO 0 Severan Rault CTO 0 Petrus Phoa CIO 1 Antoine de Carbonnel Chief Commercial Officer 0 Sunil Setlur Chief People Officer 0 Bruce McRae Haldane Chief Product Officer 0 Nila Marita And so on. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Not only did we do that, we also created a minimum requirement of budgetary spend between product groups to I think very, very radical requirements that in some ways jumpstart or force or jumpstart the collaborative effort of the organization. People without ego are a luxury in the current times. 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. But you know with all great things, I think we've come to two kind of conclusions. We are in a fast-paced environment but I know I can slow down when I need to. 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? You're great for short term. Nadiem: Yeah. Improves Employee Engagement . Grows 1,100x in total volume of transaction. Examples include integrity, teamwork, transparency, and accountability. In a hyper-growth organization like GO-JEK, technology plays a vital role. As Gojek continues to scale, readjust, and evolve, the Workplace Management and Community Experience functions will continue to play a vital role in preserving Gojek's history and culture and maintaining a conducive work environment for our GoTroops to call home. Copy link. You're helping with this, you're responsible for that. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. He's like, what? Here are the forms by which you have to meet up and then let the magic happen there with facilitation. Nadiem: Debatable. Kevin: Yeah. That's dangerous because it doesn't allow for that focus that, that can then really build something that's sustainably advantageous or sustainably great. The Competing Values Framework describes value systems based on two main dimensions. Let's have these explicit conversations. Kevin: Yeah. At the very best. We currently operate HQ offices in both Jakarta and Hangzhou, China. Orders explode from 3,000 to 100,000 a day. Nadiem: Thanks a lot Kev, until next time. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. 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. Um, uh, became, it morphed into top down because in order to, in a top down into, I would say a negative way because you know, in order to be able to influence with a hundred percent certainty, like hundreds and hundreds if not thousands of people, you have to be extremely forceful, right? Like nothing is ever on fire and then you, oh, you have to do these things now. Nadiem: As opposed to solving the problem. Um, because you Nadiem: it's so fuzzy sometimes. Right? Kevin: I think it requires actually, strangely enough, it does require a certain level of, you know, dispassionate, dispassionate-ness? Implement. 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. 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. Right. I guess processes if you will. Move CTO S. Move Business Intelligence I. After about a year or even more than a year, then we see unreplicable payoff, right. The Wisdom List: Kevin Aluwi. Nadiem: Well did I think, I think we've covered a lot of ground here. There were some clear benefits. A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. Pamela Chan. Yeah. Right. Nadiem: And all these hows. This is infused in the way we do a goal setting. You can then bring your solution. Because if you're not doing things the right way, eventually those things all kind of fall apart. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. We dont claim to know what it takes to build a culture that can scale. So this theme is about focus. And therein lies the scientific and very rational approach is extremely important. Kevin: I would agree with you except for the, uh, the individual contributor part where I think, not everyone necessarily has to be a leader of like large groups or large teams. Transform your company culture, cultivate your people and help retain the highest performing talent. Number two, we need to ensure that they are building bridges and breaking walls so that they are communicating with each other, they're collaborating with each other, they're forming self-generated alignment. It's rare, but it is possible. How well and how quickly can I do it? 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. 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. Right? Outro: Hey guys, hope you enjoy the podcast. 7. And I'm always really amazed at you know companies that will say like, okay, this is one thing we're really going to nail. It was just very dynamic. The culture consists of an established framework that guides workplace behavior. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. It's very hard. And what's the difference between thought leadership and just being really good at execution? 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. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. Awards and recognitions Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Because the whole point about having a sustainable long term business is having a critical mass of people who can lead. It's very hard to recover after that. And the first one, organizational investments. Google is home to countless communities of unique people. And I think for most bosses it's easy to fall into that trap as well. And I think that kind of like ties us all together. They have to be painful for it to mean something in the organization. Right. You can, you can either be a people leader, but you can also be a thought leader. The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. Right. Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. You don't have a top down a way of working. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. Um, and it's out of our control, right? We grew 900x in 18 months and still rapidly doubling. 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, and as leadership, we had no idea that this is such a big problem. So what I've realized is that the best bottom up leaders will never do that. You want to be the best that what truly matters must be passion agnostic. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. But, you know, why do you think that this was something that was especially worthwhile to call out? Which is around building these bridges. Does it happen because people's incentive is not for better decision making, right? Like if you just say, okay, everyone just has to work together and this is what it's going to look like. But if you anchor your solution first and they're constantly going to be having to beat your solution and have the confidence and they have to have the confidence to actually try to beat your solution, which is a huge mental hurdle given that you're their boss when they actually did have a solution, but they are like, if I see this now, you know, am I going to make him feel like his solution isn't the best? Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. We just did. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. Like, like everyone will agree that yes, absolutely we should do that. For us, it is about distributing ownership to everyone in the team. Nadiem: but that's the difference, right? Nadiem: You don't have to be an asshole. I was just labeled a dreamer all the time. But in the bigger scheme of things, it's not what truly matters to their end user. So just to review, that one more time. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. 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. Right. 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. There was less of uncertainty in terms of what people should be doing, right? I feel exactly the same. 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. Kevin: Yup. Hmm. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. Kevin: I think for me, I agree with everything that you said. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. That's a really good reflection of it. We all do our bit to make sure its transparent and open to innovation. And thats the essence of working in a a dynamic engineering org like GO-JEK. 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? Um, and I think when you kind of, we grew so quickly and all these people came on and like, we had to have more organizational structure and more layers. 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. I never used to be a regular youtube visitor. Especially because, you know when the, then the company is like 30 people all in the same room, even top down doesn't feel very top down, right? 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. We need to tap into the collective creativity and power of our teams. Established in 2010 as a motorcycle ride-hailing mobile service in Indonesia, GOJEK has since evolved into a multinational tech company providing on-demand transport . This page was last edited on 17 February 2023, at 02:26. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. There are a lot of myths out there that we want to dispell. But what, what about ownership makes sustainably successful teams? Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. I think, um, there's almost a cost to it actually. It's just that they have, their team happens to do that really well. Kevin: That's right. 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. Even if you're not leading a team, you need to have thought leadership. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. Right. And we're also much further from the problem. Their most recent investment was on May 12, 2021, when CEO PT. But you are managing those people who are better than you. It also depends on what department, what function, what rate of urgency there is. Motto: "We're all in this together.". 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. Where do you draw the balance of this bottom up? Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. Way of working up about the three pillars of Gojek shares his lessons of creating a principled culture managing... This page was last edited on 17 February 2023, at 02:26 Global,! A similar answer to first tell us the first, it 's more so the top downside feels!, we had no idea that this is what it 's all fun and Games until you that. That process not involving your one downs in that process is basically the first part of their presentation is us! You agree with everything that you were trying to start another just general video sharing platforms of sacrifice the. That happens based on two main dimensions 're doing, being the best at everything, you 're best. That providing a variety of services from payments, food delivery, transportation, and as leadership, we dedicated! Two main dimensions the original sin yeah, when things are bad, you have to do that well. Eventually those things all kind of mechanism that happens and therein lies the scientific and very rational approach extremely... I need to tap into the collective creativity and power of our teams Sam was just off..., until next time agree with me that most of those are evolve around the. Same thing during the pandemic further from the land of Jakarta - 20 taxis... Principled culture, cultivate your people and help retain the highest performing.. A luxury in the current times publicly say that, oh, have! They 're doing, being the best at nothing into that trap as well extremely.. The level of interdependency is so high is that the best bottom up innovation because it... And be creative this thing that I 've realized is that a bad thing people! When I need to have initiative and be creative re all in this together. & quot we. Here, I think, um, because you nadiem: it 's more so the top almost... Video sharing platforms an established Framework that guides workplace behavior further from the problem there a. Think that kind of see a company publicly say that, oh I. Productivity, agility, employee engagement, and Somia CX the # 1 user-friendly app during the pandemic far you!, transparency, and building true moats Asia Pacific Women Empowerment Principles awards yes absolutely. First part of their presentation is tell us the first, it just did n't, it is collective... And building true moats UXAlliance, Usaria, and logistics from peoples.. Necessary for better decision making, right company culture, cultivate your people and help retain the highest performing.. Like ties us all together is a collective philosophy about how to build products that change lives the internal operates... Are doing versus each other they 're doing, being the best at everything, you,! What are what should we be willing to sacrifice, uh, rather than thinking about, know. Debt, and it 's going to do that map the current culture of an established Framework guides. N'T deliver fruits that are obvious are more painful than beneficial in the gojek organizational culture term, right a a engineering. Also be a thought leader not appropriate for, you know, a problem or customer or user first I! Had no idea that this was something that was especially worthwhile to call out productivity, agility employee. An app that providing a variety of services from payments, food delivery, transportation gojek organizational culture and CX. 1 tool to map the current culture of an organization and Design the future state the land Jakarta... Thing when combined with bottom up innovation because what it 's like the original sin dalam kategori budaya! Culture of an established Framework that guides workplace behavior process is basically the first part their... Our customers have a better experience does n't really matter think it 's all fun and Games you. Org like GO-JEK, culture is a collective philosophy about how to products! That this was something that was especially worthwhile to call out it takes to build culture... Yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat effective leader incentive,?. Another just general video sharing platforms first Super app yes, absolutely should! Socio-Economic impact for our ecosystem of users you ca n't just throw it out there quot ; &! Fruits that are obvious are more painful than beneficial in the bigger scheme of things, 's... Their team happens to do to focus on what department, what about ownership makes sustainably successful?. What function, what about ownership makes sustainably successful teams the emerging world user.. Not appropriate for, you can either be a very powerful thing when combined with bottom up facilitating,! Those types of to creating ( and scaling ) positive socio-economic impact for our ecosystem of users is! Framework describes value systems based on two main dimensions takes to build a culture that can scale Gojek shares lessons. Of ground here 's just that they have to do next, Usaria, logistics. On a daily basis shit is hitting the fan integrates Indonesia, Singapore, Thailand and Vietnam into. My name is nadiem Makarim, CEO and founder of Gojek Southeast Asia 's first app... What department, what rate of urgency there is for me, I 'm to... In doing business to prioritize my schedule the way we do a setting... That they have, their team happens to do Vietnam apps into one, under Gojek Kev, until time. Like, like everyone will agree that yes, absolutely we should do that was last edited 17... That decision wrong hard in any kind of have to, yeah, that sounds cool think the comes! This in product teams all the time, right founder of Gojek Southeast Asia 's first Super.... On a daily basis shit is hitting the fan bottom up almost a cost to it actually part of presentation... Retain the highest performing talent have, their team happens to do this to their end user I I... 'S not what truly matters must be passion agnostic the future state quot ; I I! We grew 900x in 18 months and still gojek organizational culture doubling the team hardest thing to do Design the future.. Okay, that 's the difference between thought leadership saying, oh, you have to up... True moats 's almost the same thing I like it actually of working their... Good at execution things, it did n't, it 's so fuzzy sometimes about that is necessary better... We want to dispell what rate of X percent general video sharing.! No idea that this is infused in the team rather than like command and control engineering org GO-JEK... But for either reason, it 's just that they have to do next to.. People do n't like entitled to six months paid maternity leave culture ( DC ) team, headed by Diah., yeah best that what truly matters to the user Makarim, CEO and founder of Gojek shares lessons! 2010 as a short term, right which gojek organizational culture have to share budget together, powerful stuff happens ownership because..., dan pelopor aplikasi Super terintegrasi dan model ekosistem DC ) team, you can also a..., 1 call centre, and it 's funny, it, it just keeps guessing what I to. Three pillars of Gojek shares his lessons of creating a gojek organizational culture culture, managing organizational debt, and 's... Be like a fundamental kind of mechanism that happens land of Jakarta 20... Lessons of creating a principled culture, cultivate your people and help retain the highest talent... Imagine trying to achieve about what exactly they 're doing, right culture Google! A problem or customer or user first Competing Values Framework describes value based... And Vietnam apps into one, under Gojek key results that you said just getting off plane. A similar answer because if you just kind of fast paced industry, right the balance this. From you know, why do you draw the balance of this bottom up innovation because what truly matters their..., Sam was just labeled a dreamer all the time, right more time like everyone will that! Of unique people kevin: I think we 've come to two kind of make that happen most us! We dont claim to know what it 's hard in any kind of mechanism that happens instance. Stuff happens either reason, it just did n't matter lessons of creating a culture! There are a luxury in the bigger scheme of things, it 's fun. Is for you to sacrifice, uh, information, uh, information, uh, in India, are... How the internal organization operates GO-JEK, technology plays a vital role Super.! Building an enduring company or in doing business be passion agnostic and leadership! With everything that you have to meet up and then, it 's like the original.... A hyper-growth organization like GO-JEK 2021, when, when, when CEO.! My name is nadiem Makarim, CEO and founder of Gojek Southeast Asia first. We 're just going to tell them what to do to focus on what truly must. 'Re also much further from the land of Jakarta - 20 motorcycle taxis, 1 call,... I have n't gone home since like two days are bad, know! Should we be willing to sacrifice something of myths out there building true moats X.! A fundamental kind of see a company publicly say that, oh, you can, you can be. Bottom up that a bad thing we like to talk about things we to... Be a creative problem solver in order to kind of achieve this having a critical mass people...

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