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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... Culture—Believe Your Own Slogans Keep them crowded Work, eat, and live together Your parents were wrong—messiness is a virtue Don't listen to the HiPPOs The rule of seven Every tub (not) on its own bottom Do all reorgs in a day The ...
... Culture—Believe Your Own Slogans Keep them crowded Work, eat, and live together Your parents were wrong—messiness is a virtue Don't listen to the HiPPOs The rule of seven Every tub (not) on its own bottom Do all reorgs in a day The ...
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... culture of Yes fun, not Fun You must wear something Ah'cha'rye Don't be evil Strategy—Your Plan Is Wrong Bet on technical insights, not market research A period of combinatorial innovation Don't look for faster horses Optimize for ...
... culture of Yes fun, not Fun You must wear something Ah'cha'rye Don't be evil Strategy—Your Plan Is Wrong Bet on technical insights, not market research A period of combinatorial innovation Don't look for faster horses Optimize for ...
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... culture. The scanning, uploading, and distribution of this book without permission is a theft of the author's intellectual property. If you would like permission to use material from the book (other than for review purposes), please ...
... culture. The scanning, uploading, and distribution of this book without permission is a theft of the author's intellectual property. If you would like permission to use material from the book (other than for review purposes), please ...
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... culture while retaining its best aspects? We wrote How Google Works because we believe that the art and science of management has changed in the twenty-first century. Empowered by information and technology, individuals and small teams ...
... culture while retaining its best aspects? We wrote How Google Works because we believe that the art and science of management has changed in the twenty-first century. Empowered by information and technology, individuals and small teams ...
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... culture, processes, and leadership. They have the freedom to operate as they choose and to succeed (or fail) on their own. And with a rigorous internal capital allocation process, their CEOs face similar financial pressures as any other ...
... culture, processes, and leadership. They have the freedom to operate as they choose and to succeed (or fail) on their own. And with a rigorous internal capital allocation process, their CEOs face similar financial pressures as any other ...
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