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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... grown into a much bigger (over 60,000 employees, $75+ billion revenue) and more complex enterprise, with businesses ranging from search and video advertising to mobile operating systems, digital media, laptops, and developer and ...
... grown into a much bigger (over 60,000 employees, $75+ billion revenue) and more complex enterprise, with businesses ranging from search and video advertising to mobile operating systems, digital media, laptops, and developer and ...
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... grown, it had naturally become slower and more process-driven. This started to happen in the last few years of our tenures; at one point, while he was still CEO, Eric wrote a company-wide note called “Avoiding the Big Company Syndrome ...
... grown, it had naturally become slower and more process-driven. This started to happen in the last few years of our tenures; at one point, while he was still CEO, Eric wrote a company-wide note called “Avoiding the Big Company Syndrome ...
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... grow a business. There were several reasons behind the Alphabet restructuring, but the most important one was that it would allow us to get more ambitious things done. Not just putting more ambitious things on our to-do list, but doing ...
... grow a business. There were several reasons behind the Alphabet restructuring, but the most important one was that it would allow us to get more ambitious things done. Not just putting more ambitious things on our to-do list, but doing ...
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... grow a company profitably. At some point, 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 ...
... grow a company profitably. At some point, 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 ...
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... growing the business. The typical MBA finance jock might want to allocate the budget by estimating the cost of capital, setting that as the target hurdle rate, ranking all projects based on their IRR (internal rate of return), NPV (net ...
... growing the business. The typical MBA finance jock might want to allocate the budget by estimating the cost of capital, setting that as the target hurdle rate, ranking all projects based on their IRR (internal rate of return), NPV (net ...
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