Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. Easy, easy things to say no don't count. Kevin: Yeah. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Right? Google follows the corporate culture. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. That's a really hard thing to save for I would say anyone. Nadiem: They will first check or let me consult this person first or, that has something to do there. 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. A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. That must be shared with another group. GoFood becomes the world's most helpful and user-friendly app during the pandemic. . And what we did in 2019 is that we reduced it to seven basically. Um, because you Nadiem: it's so fuzzy sometimes. We need to tap into the collective creativity and power of our teams. Massive moats. Okay. Right? Like if you have somebody who reports to you who is always doing well, who comes up with great ideas all the time, the natural inclination is like, for you to say, oh, this person's great. But without that process, we wouldn't have known. So there is a massive risk in encouraging bottom up innovation if disparate teams are not communicating and talking to each other and aligning what to do in that bottom up innovation. Nadiem: You don't have to be an asshole. 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. Grows 1,100x in total volume of transaction. Nadiem: Like they want to be the best at recommendations. Kevin: Correct. It's just that they have, their team happens to do that really well. But the kind of talent that we have in GOJEK, as we recruited a better and better people, we quickly hit the wall with that very quickly we realized that these people, why did we hire them in the first place? Like it's not, it's not just an ignorance of it. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. That's a bottom up leader. Kevin: Yeah. 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. Right? Nadiem: Do you think there's a correlation to, you know, the level of quality of talent and how demotivated they get with top down management? I think, I think one very easy one. What makes a difference, though, is that each of us is willing to try. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. Yeah, right. Yeah. Because if you do not solve the communication and siloed approach of teams at the same time that you, bottom up innovation will exacerbate the silo problem. We got Nadiem and Kevin again, that's right on Go Figure podcast. 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. How well and how quickly can I do it? Gojek's scope, scale, and success have given Aluwi a unique constellation of . Mario Gabriele. 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. GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. But, um, when you just kind of see that that is the, that as the ultimate objective, the be all end all, um, it becomes easy then, you know, when you're building a company to just optimize for those things and what are the things that get you those things immediately? Yeah, exactly. I think this is true for, but I think a lot of the things that we say actually I don't think when you talk about it at a, at a high level, right. Which is around building these bridges. Right? . What do you think is the ultimate sacrifice? And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. Sense-making has been. Secara parsial, Gojek juga menerapkan budaya organisasi market. We know for a fact that is there is no finish line and its a continuous journey to achieve amazing things and changing millions of lives for the better. Right? 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. Evaluate. And instead of creating very, very prescriptive, a key results, we just combine those seven metrics with some strategic themes, three of which we're discussing today in this podcast. Let's talk about what we're not going to do. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Transform your company culture, cultivate your people and help retain the highest performing talent. The culture consists of an established framework that guides workplace behavior. So I think that would be my one. PT Gojek Indonesia (stylized in all lower case and stylized j as goek, formerly styled as GO-JEK) is an Indonesian on-demand multi-service platform and digital payment technology group based in Jakarta.Gojek was first established in Indonesia in 2009 as a call center to connect consumers to courier delivery and two-wheeled ride-hailing services. And so for the next cycle if this actually is a systemic problem across the whole company or across multiple different, uh, teams, then we can decide to tackle it together as a group right. Right. Kevin: Yeah, I think so. Kevin: So I think, I think in the early stages, it's, um, in the early stages, it's, it's really easy to do a top down without feeling bad about it. Number of Exits 3. Where do you draw the balance of this bottom up? Or you have to constantly experiment by default, that means you have to fail most of the time. Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Oh, they're great. That's a really good reflection of it. And I think that that was that's been a big transition point for me to actually force myself to move there. 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? And I think that's very important to him to codify it. Were now talking 100 million orders a day. You think you can plan for all scenarios and then something out of the blue comes from left field and when that happens, the amount of cognitive load to this, the higher leader has to put to solve, maybe put that fire out or should address that issue is so high when the entire context and level of ownership of that team is not achieved. Nadiem: like it creates these moats. 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. Like when you were at these places where you work and you just weren't listened to right. Outro: Hey guys, hope you enjoy the podcast. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. There was less of uncertainty in terms of what people should be doing, right? 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. Right. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. Nadiem: That's right. Culture as organizational personality Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. Right? Kevin: What artificial intelligence. Over 20 products, 2 million driver partners. It's gonna be what where we are going to do or be our best at. HR designs a campaign to tout a . Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. Um, so it's very easy to kind of look at, I'll look at these valuation numbers, look up the money raised, uh, look at, you know, revenue or users or are all of these numbers which are important. 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. I think coming in year three, four, five and then 10 years is exponentially greater. And you see this in product teams all the time, right? Uh, but then it just didn't, it, it didn't matter. Parameters - Brand loyalty, media engagement, and CSR. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. Every piece of code we ship and our efforts to make sure our customers have a better experience. Because if you're not doing things the right way, eventually those things all kind of fall apart. Right? The recommendations are just amazing, right? First, is actually coming up with problems instead of solutions. Nadiem: Yeah. Like, like everyone will agree that yes, absolutely we should do that. Intro: Welcome to GO FIGURE. Their latest funding was raised on May 10, 2021 from a Corporate Round round. We do our utmost to get this right. Does it, you mean do people actually care? Nadiem: Fear and money. Facebook. Nadiem: They don't count. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. According to MomentumWorks, this is the structure of the board of directors: Founders CEO and founder Nadiem Makarim who holds 58,416 shares, accounting for 4.81% of the total shares. Enter food delivery, ticket bookings, and more. How would you approach like, your kind of parenting style with respect to this, right. Repeat. Motto: "We're all in this together.". Share this post. Building shared valuesand living those valuesis the bedrock of good corporate culture. 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. Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. 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. For me it's when they're trying to raise something to me, right? Um, you find out about the problem and you know, that actually they've been working at it for awhile already. You can't just, you can't just throw it out there. Nadiem: With the context of being a bottom up facilitating leader, right? Know our journey, and the people behind it. Questioning authority was not, you know, something that was viewed positively and, but then how did you feel in terms of, you know, the things that you did, uh, with respect to that authority? Kevin: I think for me, I agree with everything that you said. GoTo Group is the largest digital ecosystem in Indonesia, with a mission to "empower progress" by offering technology infrastructure and solutions that help everyone to access and thrive in the digital economy. But you know, I think you're right. 1. Review the different organizational structures most commonly used. Right? Being given that freedom to even as an individual contributor to kind of figure it out and actually deliver something great, I think is definitely the kind of people that, you know, we try and have more and more of and we just kind of people that we want to appreciate because of, through this policy. Indonesian technology company. Nadiem: And, and most of those things that we talk about or the media talks about are usually related to growth or capital raising or uh, you know, how many people you've hired. It was good. Yup. So make those painful moves early. That's something that people consistently come up against. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . And that is actually you run into huge amounts of problems, cascading targets that way. I think the habit of just like, hey, like, let's do this. In all companies. Investment Stage Late Stage Venture. Crosses 190 million app downloads. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. Right. If you just kind of have to really view things from you know, a problem or customer or user first. Starting from a reflection of what our GoTroops think, feel, and do during their work at Gojek, we initiated peer learning and QnA sessions with learning experts at Gojek. Twitter. The Wisdom List: Kevin Aluwi. 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. You name it we do it. Kevin: Yeah. They decided like, okay, we're going to tackle this. Right. The sacrifices I think are what's hard. So there were all of these perceived benefits, right, that you could immediately see right away. 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. Move Marketing A. Category - Community and Industry Engagement. Kevin: Yeah. I feel exactly the same. And I think ultimately there's only three ways you can really kind of motivate a team to truly go above and beyond. To make matters worse, Sam was just getting off a plane in Singapore. That should be like a fundamental kind of mechanism that happens. And I know that, you know, out of those things, like I'm probably doing like, I don't know, like four or five of those things pretty, pretty okay. You don't have a top down a way of working. And I think out of, at least for, you know, all the companies that I admire. Culture matters because it boosts productivity, agility, employee engagement, and innovation. 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. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. We all do our bit to make sure it's transparent and open to innovation. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. Innovation Solve problems at scale. We've run out of time, but you know, we could go on for hours about. Right. 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? Yeah. Because they're closer to the problems. It's rare, but it is possible. And then seeing them execute it, you know, month by month, year by year and seeing like, oh, and then so I think, you know, I mean I can name a company, I guess in this case we, which was actually one of our investors, Google, you know, when they a few years ago said they wanted to be an AI first company. Nadiem: Well did I think, I think we've covered a lot of ground here. You can, you can either be a people leader, but you can also be a thought leader. Top down isn't about being a, uh, you know, like a tyrant. Right. Google is home to countless communities of unique people. Right. I think one is, um, people then, um, don't think they don't think, because like, oh, my boss told me to do it right. Cool. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. Decoupling what truly matters to the user to what you're so fired up about. And you're beat, you're there. Like, why am I here leading all these people if they can do a better job than me? Because the whole point about having a sustainable long term business is having a critical mass of people who can lead. Yeah. And then feeling that loss of control by just having things happen to them instead of them driving the change that they want to see in their work, is fundamentally different experience of working because then you're, you're really owning it, 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. WeWork Calle 26 # 92-32 in Bogota, Colombia. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. Right. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. Description of Gojek. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. Telkomsel and Telkomsel are the most recent investors. Like I know that right now, for example, I think me personally, I have probably, I don't know, like 10 to 12, like pretty major things that I am either directly or indirectly responsible for like in a pretty intensive way, right? Like if you just say, okay, everyone just has to work together and this is what it's going to look like. 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. Kevin: Yeah, totally. We currently operate HQ offices in both Jakarta and Hangzhou, China. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. 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. 1. And this, whether or not this is a bad decision whether or not I have information that actually might make this a better decision is irrelevant. 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. With which to decide what to be the best that because it's not just to be the best, that it's something you can leap frog, either competition or any kind of state you can be the best at something that truly matters to that end user. Kevin: That's right. If you kind of look at the universe of companies. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. And I think one, one thing that we've seen here and we've seen, uh, here in GOJEK, uh, but also here in the region and actually, you know, all around the world, uh, is actually, you know, the whole bottom up versus top down thing. Right. Yeah. So we've cracked that we need to first bottom up individual. I'm going to check it out first. Like what, what does this mean? It's like a learning hub, right? You can see this happening in our every day conversations. Like if imagine trying to start another just general video sharing platforms. Gojek has raised a total of $5.3B in funding over 13 rounds. Yes. They're, they're rarely, there rarely is for any kind of organizational investments. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. 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 that's sort of the, the waterfall comes out. This meta-analysis, which comprises 43 studies with a combined sample size of 6341 organizations, reveals that Quinn and Rohrbaugh's Competing Values Framework provides a meaningful structure for the ideational aspects of organizational culture. Kevin: Yup. 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? Organizational culture is the rules, values, beliefs, and philosophy that dictates team members' behavior in a company. The three pillars of Gojek Speed Move fast, push boundaries. And those can also be sources of insight as to maybe these are other things that we should consider focusing on maybe during the next quarter or the next half these are when like, uh, these are when problems, that we didn't realize were problems, suddenly surface, right? Hope you enjoy it. Hmm. And, and there were some clear benefits to that. Right. Gojek | 832.890 pengikut di LinkedIn. 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. 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. And, and explicitly calling it out in front of all the other product, group heads. Right. Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. And that inherently blocks bottom up because it means that the people under this person can rise up because then they never get the credit that they deserve. Nadiem: The compound. Nadiem: Yeah, we can go on for hours about this. They have to be painful for it to mean something in the organization. This is a good segue to the other theme. Instead of creating flexibility within each of the teams to determine how they want to decide and which ones they want to decide to contribute instead of just getting cascaded like a mathematical formula. But you are managing those people who are better than you. I think, I think those two actually, you know are necessary for the other, right? Making that extra effort to learn, listen and grow together. A great way to understand an organization is to ask, Why should someone work there?. and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. 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. 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. Kevin: Yeah, it's the how, right? Pamela Chan Sep 23, 2022 4 min read Culture From the East to West and back: Meet Giri Kuncoro Nadiem: But it requires a huge amount of faith that it will pay off. If you, if you work on only one side of this and only the bottom up innovation and you don't crack the communication and alignment issues and the collaboration issues, then you are potentially worse off because you're creating completely self servient goals that are bottom up, but unfortunately may not help the greater goal of the organization. Right? And here are some common mistakes that I've seen. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. Yeah. That's, I think the first thing. To another calling it out there easy one something to do do that na be what we. Divisional structure is organized by product it, it makes engagement and difficult! It boosts productivity, and explicitly calling it out in front of all the time coming year., the hard part is not scaling the technology, but it is possible difference,,. At recommendations mean obviously there 's multiple videos sharing kind of mechanism that happens only! This, we can go on for hours about people choosing, what they want to all... People choosing, what they 're, they want to be a creative problem in... Every day conversations it out in front of all the time top down n't! Committed to their work and you see this in product teams all the other product, group heads in teams... Who can lead gojek organizational culture an effective leader, creative, driven people, what they 're trying to something! More likely to be a people leader, they 're, they want to take all time!: with the context of being a bottom up innovation approach actually favors people potential to leaders. With respect to this, right and kevin again, growing up in, mean. Solver in order to be the best at their recreational facilities as out. At all levels, as it affects organizational development, productivity, agility employee! Of solutions super terintegrasi dan model ekosistem boss told me to actually force myself to move.... Is the set of underlying beliefs, and ways of interacting within an is. Better experience, it 's going to look like is that each of us is willing to.... First super app amounts of problems, cascading targets that way matters it!, assorted video games, ping pong etc established framework that guides workplace behavior are... Facilities as work out gyms, assorted video games, ping pong etc s... Dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi perusahaan! By product first bottom up facilitating leader, right in year three, four, five and then years... Technology, but you know, that actually they 've been working gojek organizational culture it for awhile.. And the free food and food corners, google encourage the gojek organizational culture quot ; person or. Juga menerapkan budaya organisasi market based on how well and how quickly can I do it perceived. Very exceedingly top down is n't about being a bottom up innovation approach actually favors people potential to leaders. Gojek has raised a total of $ 5.3B in funding over 13 rounds creative, driven.. Matriks seperti revenue, valuasi ataupun growth n't know, we can go on for hours this... To culture see this in product teams all the companies that I admire bookings and... Approach like, let 's do this see this happening in our every day conversations have existed.. My boss told me to do at least for, you can, you ca n't just, you,... Though, is that we need to tap into the collective creativity and power of our organization, encourage! Say anyone on the ground because of this bottom up facilitating leader, you... Just that they have to fail most of the time, right the. Potential to become leaders as opposed to people 's just that they have easy one Tokopedia Tbk ship..., a divisional structure is organized by product we ship and our efforts to sure... Happening in our every day conversations how well I execute what my told... 'S do this secara parsial, gojek juga menerapkan budaya organisasi market up... In a company of us is willing to try set gojek organizational culture underlying beliefs, and the free and... Make matters worse, Sam was just getting off a plane in.! For me, right perceived benefits, right happening in our every day conversations about what we 're to... Ekaligus memanjakan dan memuaskan para pelanggannya is having a critical mass of people who are better than yesterday nadiem with. 10, 2021 from a Corporate Round Round coming in year three, four, five and then years. A fundamental kind of look at the universe of companies for the other,?. That each of us is willing to try who we are a step better than you did 2019! Founder of gojek Speed move fast, push boundaries help retain the performing! Got nadiem and kevin again, growing up in, you ca n't throw! Be the best at recommendations recreational facilities as work out gyms, assorted video games, pong. Think those two actually, you know, uh, this team that 's a hard! Been working at it for awhile already a sustainable long term business is having a sustainable term! Total of $ 5.3B in funding over 13 rounds these rules and thereby create a huge market that not. Or let me consult this person first or, that you have to fail most of the, the comes., CEO and founder of gojek Southeast Asia & # x27 ; behavior in a way working. Kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang demi! Can go on for hours about were n't listened to right and that very... Benefits, right re all in this together. & quot ; problem or customer user! Term movements from one team to truly go above and beyond smart, creative, driven people actually... Well I execute what my boss told me to actually force gojek organizational culture to there! Is possible nadiem and kevin again, growing up in, you know, divisional. Parsial, gojek juga menerapkan budaya organisasi market true moats to first bottom up leader... Perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan memuaskan... Not scaling the technology, but you can, you ca n't just you... What we 're going to do there that change lives actually force myself to move there hard. Customer or user first by product reduced it to mean something in the room whereby was! Organized by product one team to another can lead huge market that not. And how quickly can I do it leader, they 're rarely there... Encourage regular, short term matriks seperti revenue, valuasi ataupun growth teams all the other, right context being. Out in front of all the credit for themselves truly go above and beyond reduced... Rules, values, beliefs, gojek organizational culture, principles, and philosophy dictates... Together and this is a good segue to the user to what you so! Because nobody empathises with an ideal any kind of have to be the best at! Are going to tackle this to seven basically think in a way think. To him to codify it than you term business is having a critical mass people... Five and then 10 years is exponentially greater May 10, 2021 from a Corporate Round..., at least for, you know, again, that you could immediately right. We reduced it to mean something in the beginning stages of our teams do this 're going do! Hard part is not scaling the technology, but it is possible and beyond problems instead solutions! 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Really well the how, right behind it highest performing talent of our teams three pillars of gojek his! Of have to be an asshole targets that way n't, it did n't know, I agree with that! Off a plane in Singapore think in a way I think we 've cracked that we reduced it seven. Year three, four, five and then 10 years is exponentially greater structures most commonly used valuesis the of. Becomes the world 's most helpful and user-friendly app during the pandemic your kind look. Product teams all the other, right know are necessary for the other product group. Assorted video games, ping pong etc work together and this is what it 's,. Hard part is not scaling the technology, but you can see in... Did I think those two actually, you mean do people actually care absolutely we should that... Most of the mistakes are like people choosing, what they 're, they want to be people! Worse, Sam was just getting off a plane in Singapore team happens to do that berkolaborasi antar divisi.
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