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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... leads to irrelevance over time, especially in technology, because change tends to be revolutionary not evolutionary. So you need to force yourself to place big bets on the future. It's why we invest in areas that may seem wildly ...
... leads to irrelevance over time, especially in technology, because change tends to be revolutionary not evolutionary. So you need to force yourself to place big bets on the future. It's why we invest in areas that may seem wildly ...
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... lead as CEO (Eric) and head of products (Jonathan) from 2001 to 2011, when we both stepped down from those operating roles and took on new responsibilities. That Google grew from a small start-up to a multinational success story with ...
... lead as CEO (Eric) and head of products (Jonathan) from 2001 to 2011, when we both stepped down from those operating roles and took on new responsibilities. That Google grew from a small start-up to a multinational success story with ...
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... leads to irrelevance over time, especially in technology, because change tends to be revolutionary, not evolutionary.” Larry was concerned that as we were slowing down, becoming more processdriven, and acting like a big company, we ran ...
... leads to irrelevance over time, especially in technology, because change tends to be revolutionary, not evolutionary.” Larry was concerned that as we were slowing down, becoming more processdriven, and acting like a big company, we ran ...
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... lead our mapping (aka “geo”) products for several years. But by 2011 he was getting restless and had what he thought was a great idea: a new gaming platform that would use technologies like mobile phones, Google's map products, and an ...
... lead our mapping (aka “geo”) products for several years. But by 2011 he was getting restless and had what he thought was a great idea: a new gaming platform that would use technologies like mobile phones, Google's map products, and an ...
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... '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 a.
... '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 a.
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