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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... innovation Don't look for faster horses Optimize for growth Coase and the nature of the firm Specialize Default to open, not closed Default to open, except when... Don't follow competition Eric's Notes for a Strategy Meeting Talent ...
... innovation Don't look for faster horses Optimize for growth Coase and the nature of the firm Specialize Default to open, not closed Default to open, except when... Don't follow competition Eric's Notes for a Strategy Meeting Talent ...
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... Innovation—Create the Primordial Ooze What is innovation? Understand your context The CEO needs to be the CIO Focus on the user... Think big Set (almost) unattainable goals 70/20/10 20 percent time Jonathan's Favorite 20 Percent Project ...
... Innovation—Create the Primordial Ooze What is innovation? Understand your context The CEO needs to be the CIO Focus on the user... Think big Set (almost) unattainable goals 70/20/10 20 percent time Jonathan's Favorite 20 Percent Project ...
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... innovation engine want to come and learn from it. These are people from proud and prosperous companies with rich legacies and strong leadership, and they have powerful questions: How do they keep pace? Who should they hire? How do they ...
... innovation engine want to come and learn from it. These are people from proud and prosperous companies with rich legacies and strong leadership, and they have powerful questions: How do they keep pace? Who should they hire? How do they ...
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... innovation; budget processes can do it too. Looking at YouTube again, in late 2014 Susan Wojcicki was negotiating her operating budget for 2015 and wasn't happy with what she was getting. The budget process dictated that operating ...
... innovation; budget processes can do it too. Looking at YouTube again, in late 2014 Susan Wojcicki was negotiating her operating budget for 2015 and wasn't happy with what she was getting. The budget process dictated that operating ...
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... , but we'd like to add a new corollary. As a company gets big and complex, you can't just organize around people who create innovation; you need to organize around people who can create and lead entire new ventures and businesses. This is ...
... , but we'd like to add a new corollary. As a company gets big and complex, you can't just organize around people who create innovation; you need to organize around people who can create and lead entire new ventures and businesses. This is ...
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