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 86
Page
... —Hiring Is the Most Important Thing You Do The herd effect Passionate people don't use the word Hire learning animals The LAX test Insight that can't be taught Expand the aperture Everyone knows someone great Interviewing is the.
... —Hiring Is the Most Important Thing You Do The herd effect Passionate people don't use the word Hire learning animals The LAX test Insight that can't be taught Expand the aperture Everyone knows someone great Interviewing is the.
Page
... important skill Schedule interviews for thirty minutes Have an opinion Friends don't let friends hire (or promote) friends Urgency of the role isn't sufficiently important to compromise quality in hiring Disproportionate rewards Trade ...
... important skill Schedule interviews for thirty minutes Have an opinion Friends don't let friends hire (or promote) friends Urgency of the role isn't sufficiently important to compromise quality in hiring Disproportionate rewards Trade ...
Page
... important. It's also true that many companies get comfortable doing what they have always done, with a few incremental changes. This kind of incrementalism leads to irrelevance over time, especially in technology, because change tends ...
... important. It's also true that many companies get comfortable doing what they have always done, with a few incremental changes. This kind of incrementalism leads to irrelevance over time, especially in technology, because change tends ...
Page
... important new ones have emerged as well. This change was driven home for us in a typical Google way: A software engineer told us about it. We stood in the hallways of the Google offices in New York in late September 2014, a week after ...
... important new ones have emerged as well. This change was driven home for us in a typical Google way: A software engineer told us about it. We stood in the hallways of the Google offices in New York in late September 2014, a week after ...
Page
... 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 things that are more ambitious than the things already on the list (which seems like a ...
... 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 things that are more ambitious than the things already on the list (which seems like a ...
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