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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... decided to either become a professor or start a company. I felt that either option would give me a lot of autonomy—the freedom to think from first principles and real-world physics rather than having to accept the prevailing “wisdom ...
... decided to either become a professor or start a company. I felt that either option would give me a lot of autonomy—the freedom to think from first principles and real-world physics rather than having to accept the prevailing “wisdom ...
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... decided (and the board agreed), he moved quickly and didn't look back. He didn't have all the answers, but he knew he had to act. The core principle we espouse in How Google Works is still absolutely true: The only way to succeed in ...
... decided (and the board agreed), he moved quickly and didn't look back. He didn't have all the answers, but he knew he had to act. The core principle we espouse in How Google Works is still absolutely true: The only way to succeed in ...
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... decided to leave Google so he could start this new venture, but when he told Larry Page of his decision, Larry had a surprising response. At the time, we were experimenting with different ways we could give people like John.
... decided to leave Google so he could start this new venture, but when he told Larry Page of his decision, Larry had a surprising response. At the time, we were experimenting with different ways we could give people like John.
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... 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. Cristos decided that the equivalent of money.
... 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. Cristos decided that the equivalent of money.
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Eric Schmidt, Jonathan Rosenberg. much people spend. Cristos decided that the equivalent of money in the YouTube world wasn't views, it was time. The point isn't getting people to click on videos, but to watch them. (Insight #2.) Cristos ...
Eric Schmidt, Jonathan Rosenberg. much people spend. Cristos decided that the equivalent of money in the YouTube world wasn't views, it was time. The point isn't getting people to click on videos, but to watch them. (Insight #2.) Cristos ...
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