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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... later that Sergey and I realized ranking web pages by their links could generate much better search results. Gmail started out as a pipe dream too. And when Andy Rubin started Android a decade ago, most people thought aligning the ...
... later that Sergey and I realized ranking web pages by their links could generate much better search results. Gmail started out as a pipe dream too. And when Andy Rubin started Android a decade ago, most people thought aligning the ...
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... later, Google is a subsidiary of Alphabet, and we have 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 ...
... later, Google is a subsidiary of Alphabet, and we have 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 ...
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... later, with many of the details still to be worked out. But all of these are things that Larry did with the Alphabet decision. Once he and the management team decided (and the board agreed), he moved quickly and didn't look back. He ...
... later, with many of the details still to be worked out. But all of these are things that Larry did with the Alphabet decision. Once he and the management team decided (and the board agreed), he moved quickly and didn't look back. He ...
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... Later, he found himself caught up in drafting a public relations questionand-answer document for a Google issue that touched his company only in a most peripheral way. Freeing him from requirements like these would let him focus on the ...
... Later, he found himself caught up in drafting a public relations questionand-answer document for a Google issue that touched his company only in a most peripheral way. Freeing him from requirements like these would let him focus on the ...
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... 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 looking into how he could observe ...
... 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 looking into how he could observe ...
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