How Google WorksGrand Central Publishing, 23 sept. 2014 - 320 pages Seasoned Google executives Eric Schmidt and Jonathan Rosenberg provide an insider's guide to Google, from its business history and disruptive corporate strategy to developing a new managment philosophy and creating a corporate culture where innovation and creativity thrive. Seasoned Google executives Eric Schmidt and Jonathan Rosenberg provide an insider's guide to Google, from its business history and disruptive corporate strategy to developing a new managment philosophy and creating a corporate culture where innovation and creativity thrive. Google Executive Chairman and ex-CEO Eric Schmidt and former SVP of Products Jonathan Rosenberg came to Google over a decade ago as proven technology executives. At the time, the company was already well-known for doing things differently, reflecting the visionary-and frequently contrarian-principles of founders Larry Page and Sergey Brin. If Eric and Jonathan were going to succeed, they realized they would have to relearn everything they thought they knew about management and business. Today, Google is a global icon that regularly pushes the boundaries of innovation in a variety of fields. How Google Works is an entertaining, page-turning primer containing lessons that Eric and Jonathan learned as they helped build the company. The authors explain how technology has shifted the balance of power from companies to consumers, and that the only way to succeed in this ever-changing landscape is to create superior products and attract a new breed of multifaceted employees whom Eric and Jonathan dub "smart creatives." Covering topics including corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption, the authors illustrate management maxims ("Consensus requires dissension," "Exile knaves but fight for divas," "Think 10X, not 10%") with numerous insider anecdotes from Google's history, many of which are shared here for the first time. In an era when everything is speeding up, the best way for businesses to succeed is to attract smart-creative people and give them an environment where they can thrive at scale. How Google Works explains how to do just that. |
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... century. Empowered by information and technology, individuals and small teams can have enormous impact, far greater than ever before. We witnessed this phenomenon firsthand at Google, and we believe that much of what we learned in ...
... century. Empowered by information and technology, individuals and small teams can have enormous impact, far greater than ever before. We witnessed this phenomenon firsthand at Google, and we believe that much of what we learned in ...
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... century is to continually create great products, and the only way to do that is to attract smart creatives and put them in an environment where they can succeed at scale. The problem is, as we have discovered, in a large company it ...
... century is to continually create great products, and the only way to do that is to attract smart creatives and put them in an environment where they can succeed at scale. The problem is, as we have discovered, in a large company it ...
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... century was wrong, and that it was time to start over. When. astonishing. isn't. Today we all live and work in a new era, the Internet Century, where technology is roiling the business landscape and the pace of change is accelerating. This ...
... century was wrong, and that it was time to start over. When. astonishing. isn't. Today we all live and work in a new era, the Internet Century, where technology is roiling the business landscape and the pace of change is accelerating. This ...
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... century ago, at a time when mistakes were expensive and only the top executives had comprehensive information, and their primary objectives are lowering risk and ensuring that decisions are made only by the few executives with lots of ...
... century ago, at a time when mistakes were expensive and only the top executives had comprehensive information, and their primary objectives are lowering risk and ensuring that decisions are made only by the few executives with lots of ...
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... century. As already noted, experimentation is cheap and the cost of failure—if done well—is much lower than it used to be. Plus, data used to be scarce and computing resources precious; today both are abundant, so there's no need to ...
... century. As already noted, experimentation is cheap and the cost of failure—if done well—is much lower than it used to be. Plus, data used to be scarce and computing resources precious; today both are abundant, so there's no need to ...
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