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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... develop, refine, and build upon technical insights. Fortunately, we are smart enough to realize that we aren't that smart and that many great technical insights are being developed by people who don't work for Google. This has led us ...
... develop, refine, and build upon technical insights. Fortunately, we are smart enough to realize that we aren't that smart and that many great technical insights are being developed by people who don't work for Google. This has led us ...
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... develop what he termed " artificial intelligence . " The problem turned out to be a bit more challenging than originally envisioned , but it got a real boost in the 1980s when computer scientists started developing " deep neural ...
... develop what he termed " artificial intelligence . " The problem turned out to be a bit more challenging than originally envisioned , but it got a real boost in the 1980s when computer scientists started developing " deep neural ...
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... develop new revenue streams ( another thing the new plan was supposed to address ) . Most important , the plan needed to establish milestones and a roadmap of which products would ship , and when . In short , Moritz wanted what any ...
... develop new revenue streams ( another thing the new plan was supposed to address ) . Most important , the plan needed to establish milestones and a roadmap of which products would ship , and when . In short , Moritz wanted what any ...
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... develop worked beyond our wildest dreams. Today Google is a $50-billion company with over forty-five thousand employees in over forty countries. We have diversified from Internet search and search advertising into video and other forms ...
... develop worked beyond our wildest dreams. Today Google is a $50-billion company with over forty-five thousand employees in over forty countries. We have diversified from Internet search and search advertising into video and other forms ...
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... develop deep technical expertise but little breadth, or broad management expertise but no technical depth. When we contrast the traditional knowledge worker with the engineers and other talented people who have surrounded us at Google ...
... develop deep technical expertise but little breadth, or broad management expertise but no technical depth. When we contrast the traditional knowledge worker with the engineers and other talented people who have surrounded us at Google ...
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