Kevin Aluwi
@kaluwi
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Now that I'm no longer running a company - going to share my ACTUAL thoughts on WFH vs in-office. My personal observation is that older executives and senior (position-wise, not necessarily age-wise) managers mostly prefer in office 1/9
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@sylvkartika
Wow - ga nyangka foto cuci piring bisa nyambung ke perdebatan mengenai patriarki dan kesenjangan sosial..
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So amazing to see a team from SEA get to the finals of an FPS major.. congrats
@pprxteam
! So sick
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4/ to collaborating asynchronously, reading docs vs. meetings, meme jokes vs. in-person jokes, etc. They're simply uncomfortable and unfamiliar with how to lead remote teams well and want to force people back to the office and back into their managerial comfort zone..
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One of the hardest things to do well when building a company is getting the culture “right”. There are a lot of reasons for this, but one that I think doesn’t get talked about enough is the fact that strong cultural values often have a dark side that needs to be managed. 1/9
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6/ company and building consistent culture / team camaraderie is WAY harder remote - two things that are core parts of an executive’s job. Zoom/Docs are simply not good enough yet to compensate for this. There’s no obvious win-win at this point but for sure WFH is here to stay
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9/ significantly reduce the collaboration/culture tax will be developed in time. When this happens, companies that have a more remote-friendly culture will leapfrog ones that do not, but today I still think it’s 50-50 between what working model is better for a company’s success.
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2/ and more junior folks or people in technical roles/functions mostly prefer WFH. My conservative base assumption based on surveys is most tech employees want WFH most of the time. The opposite is true for executives - most of them prefer in-office most of the time.
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3/ Like most things that cause furious debates, both sides have blind spots and valid points. I believe that most in the older executive group have learned how to manage and lead in an in-person environment and tend to be less internet-native than younger folks.
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5/ They’ll mention a bunch of reasons other than this to justify it, but often are not aware of the more “selfish” reason, hence it's a blind spot. For the WFH crowd, I think they're often not acknowledging the fact that brainstorming solutions to complex problems across the..
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Marketing and branding are such underestimated/misunderstood capabilities in consumer tech. Great brands transcend commerce and become part of culture, something all consumer companies should aspire to. Pre-PMF it’s a terrible use of time and money 1/7..
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1/ As of two days ago, I've officially stepped down as
@gojekindonesia
CEO and joined GoTo's board - taking the baton from
@caesars
(thank you for the 6 years of partnership!). Helping build Gojek has been the most defining 9 years of my life
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7/ I don’t think we’ll go back to how things were pre-covid. The trade-off is between being mostly in-office while accepting that some really good people will leave to a more remote-friendly company and that most of the employee base will take a permanent morale hit, but..
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8/ you get more of that collaboration/culture upside OR you manage the churn and morale risk well but have an ongoing tax on collaboration/culture. Since remote work is here to stay, I believe that the technology and management practices required to eliminate or…
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Honest question - is this accounts' goal critisicm through humor or do you also want to make things better for workers? I know for a fact that takes like these actually just antagonize the decision makers at companies and harden their position. IMO you're missing an opportunity.
My take about WFH vs in-office is:
W in WFO stands for WasteOfTime
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@andjdavies
I've seen this view for some senior folks too, but in the minority in my personal experience. Agree that recent grads do prefer in-office.
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Had a lot of fun reminiscing on this one - thanks for having me
@lennysan
!
In this time of austerity, US-based startups have a lot to learn from startups in Asia. And there aren't many founders and startups scrappier than
@kaluwi
and
@Gojekindonesia
.
Learn how they battled the motorcycle taxi mafia, built a legendary brand, and IPOd at $38B.
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As a founder, often very difficult to balance between asking teams to "build this feature" vs. "solve this problem". Early stage, very easy to get away with the first (sometimes might even be necessary) but long-term, second approach is way better
Sometimes people/managers/founders treat their product engineering teams as genie! Your wish, my command types!
And what do you get? Plain feature factory that optimises on quantity of features and not quality of features.
Being fast means iterating and improving fast.
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@ibamarief
@AsahPolaPikir
Ride hailing saja dengan tim/budget segini mungkin cuma dapet 5% dari kemampuan sekarang. Sebagian besar teknologi yg dibangun itu yg ga keliatan dari fitur user semata (misalnya pricing engine)
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@Strategi_Bisnis
Cultures are incentivized behaviors; incentives can be monetary or non-monetary. Monetary incentives are bonuses, promotions, etc. To shift these, we made our strategy and OKRs place an increasing emphasis on customer experience and experience-related metrics. This meant that..
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2 / in the coming days, I'll be tweeting my personal takeaways from this crazy journey because I get asked this a lot.. And also because I now have more free time than I know what to do with
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You should expose them! This is really messed up.
This gets even worse as we heard from several sources said some VCs instructed companies to deny all layoffs story even if its true.
Brand image is more important than someone's livelihood?
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@SumitroYoel
Poin ini sebenernya salah satu kebanggaan pribadi terbesar buat gua - lumayan banyak orang Indonesia yang dari Gojek bisa kemudian dapet kerjaan di tech company internasional. Tentunya sebagai manajemen, gua kecewa Gojek “ditinggal” tp sebagai individu, gua seneng bgt.
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@weswinham
I was actually thinking "junior" relative to execs - not entry level, but the bulk of the bell curve. I'd also agree that the preference for in-office are at the ends of the seniority bell curve.
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Probably one of the main reasons I tell people that the biggest challenge of starting a company is the mental side of things. Doing this is definitely not normal for most people.
one of the things i've deeply underestimated as a founder is how much of the role is just about waking up every morning, and putting yourself in a mental state to give energy in every single interaction you have with your team, no matter how tired you might feel inside.
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4/ It was expensive and operationally intensive, but it resulted in cities being blanketed by our name and logo. Getting eyeballs on your brand is important, but even more important are for those eyeballs to lead to customers understanding your product’s value prop.
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6/ We decided to make customer-centricity much more prominent to how we operate and spent the better part of 2020 and 2021 fixing the damage - doing the detailed work where we prioritized consistently delivering high-quality experiences over launching a ton of features.
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@Strategi_Bisnis
things like driver and merchant testimonials or surveys. People like recognition. People like to celebrate. So another effective way to shift your culture is change what you recognize and celebrate.
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Exclusively advertising-based revenue models feel like a throwback to the early internet when people were unfamiliar with the internet or how transformative the products were where you had to say it was free so people would use them. I would bet that a significant minority of…
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@PBulowski
Internally my position was quite clear. Externally I always felt like it might seem that I'm making arguments to justify a company position rather than an objective assessment
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7/ a huge missed opportunity IMO. This is exacerbated by the fact that great marketing people who can thrive in a tech org are few and far between because the culture of a marketing-led org is so different than one that’s led by tech/product
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9/ Be mindful of when some part of your culture might no longer be serving the best interests of the company or its customers!
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2/ Founders might take pride in a specific part of their team’s culture without realizing some of the challenges they face might be caused by the very same cultural element. One value that was very powerful in the early days of
@gojekindonesia
was “Be Fast and Fearless”
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Thanks
@mariogabriele
! Huge fan of
@thegeneralistco
and stoked to be featured.
How do you build a $30B tech business?
This week, I asked Kevin Aluwi, co-founder and CEO of Indonesian super-app Gojek (part of GoTo) to share the most valuable lessons he's learned.
Here is his wisdom 👇
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4/ However, the hypergrowth during those years masked the dark side of this value, which often came out in the form of hacky solutions to hard problems (hacky solutions are usually faster) or prioritizing the number of products/features over the quality of the overall experience.
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3/ strategic investment in branding and marketing can be really effective. At Gojek, one of most important things we did was producing helmets and jackets for our drivers - something that none of our ride-hailing competitors did back then.
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@Hariskelana1
@GojekOnTwitt
@gojekindonesia
Bang - dari 2015 semua keputusan insentif dan sistem alokasi itu saya jg lho 🙂
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@GojekOnTwitt
@gojekindonesia
@caesars
@AndreSoelistyo
@gojekindonesia
would be nowhere without the amazing driver community. Saya masih komisaris yg bisa dikontak kok bang
@GojekOnTwitt
🙂
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2/ ads and branding are not going to get you sustainable early traction. Post-PMF and post-early adopters, companies will start running into more competition and more customers who are a lot less enthusiastic about the product than the rabid early adopters; this is where..
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5/ In our case, consumers saw our brand in the form of helmets passing by while they were stuck in traffic, drivers saw new income earning opportunities, and restaurants saw a new channel to sell their products.
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Great piece by
@mariogabriele
- relatable, sobering optimism
It has been a strange, confusing week in crypto. I tried to make sense of what's going on and what it means.
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8/ There’s still a long way to go, though a lot of the hard work over the past 2.5 years have put us on the right path. Cultural values and the second/third-order impact of these values often take a LONG time to unwind.
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3/ This value served us extremely well in finding creative solutions to problems and taking calculated risks. It was why we were able to launch so many new products so quickly from 2015 to 2019; being the world pioneer of the on-demand superapp.
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@ctify_
Overly antagonizing leadership actually makes it less likely that leaders take it seriously. If the goal of a workers union is to make a change for workers, then this kind of stuff actually goes AGAINST that. It's shame, because he/she often has good points.
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5/ For a while, this was super confusing for me personally because I couldn’t understand why our team of very capable people who cared about our consumers, drivers, and merchants were shipping products that just weren’t good enough.
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6/ All of this because they saw men/women wearing our branded apparel on a daily basis. Product and tech should always be the core of any great consumer tech company but folks who understand this are often the kinds of people who think branding/ marketing is unnecessary..
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7/ How to shift culture is worth another thread itself - it’s definitely a lot more than just adding or removing something to your list of stated values. There’s no silver bullet in changing the way that thousands of people work.
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@Strategi_Bisnis
Non-monetary incentives are like recognition in company-wide townhalls. For a while, in our monthly townhalls we would showcase launches and growth numbers only. We shifted this to be more about celebrating teams that delivered improved CX metrics and..
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@ibamarief
@AsahPolaPikir
Kan pertanyaannya biaya buat bikin aplikasi yg seperti sekarang 🙂 Aplikasi tahun pertama Gojek ga mungkin bisa dapet 2-3m MAU di pasar sekarang (Your estimate for first year is good though)
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@siwaratrikalpa
My best guess is a lack of soft power. Indonesia has very little cultural relevance globally. We’ve only had global stars for a few years now (shoutout
@richbrian
and
@88rising
Indo crew), no star athletes in major sports and very few global companies
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@SumitroYoel
Di Gojek, ini bisa terjadi karena kita dari awal selalu fokus membangun tim yg bersifat internasional yg bisa membantu membangun kemampuan2 yg kelas dunia karena kenyataannya adalah sejarah industri teknologi di Indonesia masih terlalu singkat.
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@tito
No doubt about the strength of the business model - offering free consumption and usage and then selling eyeballs has been one of the most successful revenue models since the invention of television. Still think that there is a massive opportunity to charge customers for usage…
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@Strategi_Bisnis
Team goals were no longer just about revenue or efficiency metrics but also about CX. Hence, performance (good performers get more bonus and promotion opportunities) were tied to these as well. I do think non-monetary incentives can be even more powerful though..
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@kunalb11
This fairly common insight for most consumer businesses does lead to lazy (but somewhat effective) growth hacks like "first x orders are free" though.
@crystalwidjaja
remember these?
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@Apokrifa22
Just to be clear - when I say "customers" I also mean drivers and merchants, not just consumers. In 2021, we invested a lot in improving the driver experience like providing better information on where orders are and making appeals fairer between consumers and drivers..
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@madebystephchen
Both approaches can be used on either objective. "Build this feature" - faster, but creates low team ownership. "Solve this problem" - slower, high team ownership.
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@SumitroYoel
Tentunya pasti ada penyesuaian budaya yg harus terjadi (ampe sekarang masih ada yg suka nyinyir tentang ini), karena sekitar 30% dari karyawan Gojek itu bukan orang Indonesia..
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@SumitroYoel
Industri teknologi di Indonesia umurnya cuma sekitar 10 tahun; kalau kita bisa melahirkan talenta2 yg bisa bersaing dan sukses di negara2 dengan sejarah teknologi >30 tahun itu sebenernya luar biasa.
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@SumitroYoel
tp menurut gua ini ga bisa dihindarin karena mau ga mau orang Indonesia semakin kedepan harus lebih banyak bekerja sama atau bersaing dengan talenta2 manca negara; jadi mending lgsg hajar aja sekarang IMO
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