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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... executives from all sectors who are intrigued by the valley's long-standing status as an innovation engine want to come and learn from it. These are people from proud and prosperous companies with rich legacies and strong leadership ...
... executives from all sectors who are intrigued by the valley's long-standing status as an innovation engine want to come and learn from it. These are people from proud and prosperous companies with rich legacies and strong leadership ...
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... though, process starts to take over. It becomes so entrenched that it can trump common sense and cause executives to, as our head of business operations, Kristen Gil, says, “lose muscle memory.” People stop thinking and instead just depend.
... though, process starts to take over. It becomes so entrenched that it can trump common sense and cause executives to, as our head of business operations, Kristen Gil, says, “lose muscle memory.” People stop thinking and instead just depend.
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... Executive Circle, it was part of a regular series of meetings attended by Google leadership to discuss the company's most pressing issues and our strategy. That year the event was being held in Santa Barbara, California, and as ...
... Executive Circle, it was part of a regular series of meetings attended by Google leadership to discuss the company's most pressing issues and our strategy. That year the event was being held in Santa Barbara, California, and as ...
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... executive in product management, he had plenty of experience in what's known as the “gate-based” approach to building products, which in most companies entails a series of well-defined phases and milestones, governed by various executive ...
... executive in product management, he had plenty of experience in what's known as the “gate-based” approach to building products, which in most companies entails a series of well-defined phases and milestones, governed by various executive ...
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... executives, we had joined Google with the idea of bringing “adult supervision” to a chaotic place. But by the summer of 2003 we had been at the company long enough to realize that it was run differently than most any other place, with ...
... executives, we had joined Google with the idea of bringing “adult supervision” to a chaotic place. But by the summer of 2003 we had been at the company long enough to realize that it was run differently than most any other place, with ...
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