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. |
À l'intérieur du livre
Résultats 1-5 sur 19
Page
... discussion about whether or not the target company is doing something interesting. Our process is much simpler. Product teams still work with our corporate development teams to suggest acquisition ideas, and we still conduct the ...
... discussion about whether or not the target company is doing something interesting. Our process is much simpler. Product teams still work with our corporate development teams to suggest acquisition ideas, and we still conduct the ...
Page
... discussion, which is usually focused on our own strategy and how the potential acquisition sheds light on and potentially improves that strategy. Do we have the right insights, or has the market or technology shifted in some fundamental ...
... discussion, which is usually focused on our own strategy and how the potential acquisition sheds light on and potentially improves that strategy. Do we have the right insights, or has the market or technology shifted in some fundamental ...
Page
... discussion about the design of some component. John calls this practice “dipsticking” (is he a car guy or what ... discussions. The point of these discussions is to ensure that project leads and engineers are deeply focused on the ...
... discussion about the design of some component. John calls this practice “dipsticking” (is he a car guy or what ... discussions. The point of these discussions is to ensure that project leads and engineers are deeply focused on the ...
Page
... discussion. When it came to process, the founders ran things with a light touch. For years, Google's primary tool for managing the company's resources was a spreadsheet with a ranked list of the company's top 100 projects, which was ...
... discussion. When it came to process, the founders ran things with a light touch. For years, Google's primary tool for managing the company's resources was a spreadsheet with a ranked list of the company's top 100 projects, which was ...
Page
... discussions of revenue streams. There was no market research on what users, advertisers, or partners wanted or how they fit ... discussion of how we would sell our ad products. There was no concept of an org chart, with sales doing this ...
... discussions of revenue streams. There was no market research on what users, advertisers, or partners wanted or how they fit ... discussion of how we would sell our ad products. There was no concept of an org chart, with sales doing this ...
Autres éditions - Tout afficher
Expressions et termes fréquents
answer approach become believe better build called candidate cars Century challenging comes communications company’s cost create culture customers decided decision developed discussion don’t effect employees engineers Eric example executive experience fact fail figure follow give Google Google’s grow happen hiring idea important industry innovation insights interesting Internet interview it’s John Jonathan keep Larry later launched lead leaders learning look means meeting once operating organization percent performance person platform practice problem questions quickly response Sergey share smart creatives someone started strategy success talk technical tell things thought users usually