How Google WorksGrand Central Publishing, 23 sept. 2014 - 320 pages In this insider’s look into the world’s biggest tech company, former CEO and SVP of Google share how they helped engineer a new strategy and philosophy to help them thrive—a perfect book for seasoned business employees and the tech curious. 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 Google Executive Chairman and ex-CEO Eric Schmidt and former SVP of Products Jonathan Rosenberg 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 "smart creatives." Covering topics including corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption, the authors illustrate management maxims 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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... YouTube's CEO.) It slowly dawned on him why. Because YouTube was much smaller, there were fewer opportunities for moving up the chain. Therefore, the promotion process made it easier to get promoted when working for the Google mother ...
... YouTube's CEO.) It slowly dawned on him why. Because YouTube was much smaller, there were fewer opportunities for moving up the chain. Therefore, the promotion process made it easier to get promoted when working for the Google mother ...
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... YouTube were a separate company she could have easily gone to the venture capital community and raised that much and more in a few days . For this small company within the big company , the process had become counterproductive . When ...
... YouTube were a separate company she could have easily gone to the venture capital community and raised that much and more in a few days . For this small company within the big company , the process had become counterproductive . When ...
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... YouTube from our commerce group. YouTube's most important metric at the time was video views, which Jim McFadden's system had recently so admirably boosted. Cristos came from commerce, where success is measured by how much people spend ...
... YouTube from our commerce group. YouTube's most important metric at the time was video views, which Jim McFadden's system had recently so admirably boosted. Cristos came from commerce, where success is measured by how much people spend ...
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... (YouTube, DoubleClick, Keyhole, and Android, to name just a few), so we now have a senior team of leaders at Google and Alphabet who are quite comfortable with innovations and insights sourced from outside the company. Not-invented-here ...
... (YouTube, DoubleClick, Keyhole, and Android, to name just a few), so we now have a senior team of leaders at Google and Alphabet who are quite comfortable with innovations and insights sourced from outside the company. Not-invented-here ...
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... YouTube forward with continuous improvements. Still, what about the brand-new big bets that might emerge from the core business? We knew there were tons of big new opportunities in there somewhere. What else could we do to find them and ...
... YouTube forward with continuous improvements. Still, what about the brand-new big bets that might emerge from the core business? We knew there were tons of big new opportunities in there somewhere. What else could we do to find them and ...
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