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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... engineers” The Finland plan When astonishing isn't Speed The “smart creative” A fun project for the two of us Pyramids unbuilt Culture—Believe Your Own Slogans Keep them crowded Work, eat, and live together Your parents were wrong ...
... engineers” The Finland plan When astonishing isn't Speed The “smart creative” A fun project for the two of us Pyramids unbuilt Culture—Believe Your Own Slogans Keep them crowded Work, eat, and live together Your parents were wrong ...
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... engineer told us about it. We stood in the hallways of the Google offices in New York in late September 2014, a week after the publication of How Google Works and moments after having hosted a lively question-and-answer session about ...
... engineer told us about it. We stood in the hallways of the Google offices in New York in late September 2014, a week after the publication of How Google Works and moments after having hosted a lively question-and-answer session about ...
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... engineer's manager had chosen not to allow it. He performed well at his job, he told us, and he had some new things he wanted to try out, but his manager wouldn't permit it. That's when he suggested that our title might be off. “Maybe ...
... engineer's manager had chosen not to allow it. He performed well at his job, he told us, and he had some new things he wanted to try out, but his manager wouldn't permit it. That's when he suggested that our title might be off. “Maybe ...
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... Engineers intent on promotion saw moving to YouTube as being detrimental to their careers. That's screwed up. It's not just people processes that can hurt innovation; budget processes can do it too. Looking at YouTube again, in late ...
... Engineers intent on promotion saw moving to YouTube as being detrimental to their careers. That's screwed up. It's not just people processes that can hurt innovation; budget processes can do it too. Looking at YouTube again, in late ...
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... engineer named Jim McFadden, who was part of our research team, was looking into how he could observe user behavior ... engineers heard about this and seized upon it as a way to get smarter about recommending what videos a user should ...
... engineer named Jim McFadden, who was part of our research team, was looking into how he could observe user behavior ... engineers heard about this and seized upon it as a way to get smarter about recommending what videos a user should ...
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