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 31
Page
... operating system was nuts. Over time I've learned, surprisingly, that it's tremendously hard to get teams to be super ambitious. It turns out most people haven't been educated in this kind of moonshot thinking. They tend to assume that ...
... operating system was nuts. Over time I've learned, surprisingly, that it's tremendously hard to get teams to be super ambitious. It turns out most people haven't been educated in this kind of moonshot thinking. They tend to assume that ...
Page
... operating roles and took on new responsibilities. That Google grew from a small start-up to a multinational success story with over 25,000 employees. Impressive, to be sure, but that was a long time ago. Five years later, Google is a ...
... operating roles and took on new responsibilities. That Google grew from a small start-up to a multinational success story with over 25,000 employees. Impressive, to be sure, but that was a long time ago. Five years later, Google is a ...
Page
... a subsidiary of this new holding company, and several other businesses that had been operating as autonomous units under Google spun out and became independent companies under Alphabet. We call them “bets”: Waymo (self-driving.
... a subsidiary of this new holding company, and several other businesses that had been operating as autonomous units under Google spun out and became independent companies under Alphabet. We call them “bets”: Waymo (self-driving.
Page
... operate as they choose and to succeed (or fail) on their own. And with a rigorous internal capital allocation ... operating divisions with presidents; they don't cleave themselves into multiple pieces, at least not when things are ...
... operate as they choose and to succeed (or fail) on their own. And with a rigorous internal capital allocation ... operating divisions with presidents; they don't cleave themselves into multiple pieces, at least not when things are ...
Page
... 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.” People stop thinking and instead just depend.
... 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.” People stop thinking and instead just depend.
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