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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... examples of technical insights later in the book, but recently we came across a new one that demonstrates just how powerful they can be. A few years ago, a Google engineer named Jim McFadden, who was part of our research team, was ...
... examples of technical insights later in the book, but recently we came across a new one that demonstrates just how powerful they can be. A few years ago, a Google engineer named Jim McFadden, who was part of our research team, was ...
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... example, of the inaugural class of fourteen teams that started at Area 120 in September 2016 (selected from more than three hundred applicants), we expect half to fail within six months. Area 120 becomes a new arrow in our innovation ...
... example, of the inaugural class of fourteen teams that started at Area 120 in September 2016 (selected from more than three hundred applicants), we expect half to fail within six months. Area 120 becomes a new arrow in our innovation ...
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... that was bound to fail, the team saved the company money.) Each iteration is done as cheaply as possible—“scrappy” is a big word around here—with small teams building clumsy prototypes out of off-the-shelf parts. For example, in.
... that was bound to fail, the team saved the company money.) Each iteration is done as cheaply as possible—“scrappy” is a big word around here—with small teams building clumsy prototypes out of off-the-shelf parts. For example, in.
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... example, in mid-2016 the self-driving car team was planning its next prototype, and discovered it could drive down the unit cost of a critical part by committing to a big order. The plan called for only a relatively small number of ...
... example, in mid-2016 the self-driving car team was planning its next prototype, and discovered it could drive down the unit cost of a critical part by committing to a big order. The plan called for only a relatively small number of ...
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... from his days at Apple and Excite@Home. That we were business guys wasn't exactly a liability, but it wasn't a benefit either, at least not in Sergey's and Larry's minds. Jonathan got a stark example of the founders' aversion to.
... from his days at Apple and Excite@Home. That we were business guys wasn't exactly a liability, but it wasn't a benefit either, at least not in Sergey's and Larry's minds. Jonathan got a stark example of the founders' aversion to.
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