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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... organizational design is challenging and that leaders should always organize around people whose impact is the highest. This is still absolutely the case, but we'd like to add a new corollary. As a company gets big and complex, you can ...
... organizational design is challenging and that leaders should always organize around people whose impact is the highest. This is still absolutely the case, but we'd like to add a new corollary. As a company gets big and complex, you can ...
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... organizational standpoint. We think this type of discussion is tremendously helpful, which is why we are willing to spend precious management time debating a broad pipeline of deals. It could be a small deal or an obviously bad one, but ...
... organizational standpoint. We think this type of discussion is tremendously helpful, which is why we are willing to spend precious management time debating a broad pipeline of deals. It could be a small deal or an obviously bad one, but ...
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Eric Schmidt, Jonathan Rosenberg. automatically groups photos into collections, organized by people, places, and things. No training is required. Rather, Google Photos has learned, via a neural network dozens of layers deep, what all of ...
Eric Schmidt, Jonathan Rosenberg. automatically groups photos into collections, organized by people, places, and things. No training is required. Rather, Google Photos has learned, via a neural network dozens of layers deep, what all of ...
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... organized around business units, to make it easier to develop new revenue streams (another thing the new plan was supposed to address). Most important, the plan needed to establish milestones and a roadmap of which products would ship ...
... organized around business units, to make it easier to develop new revenue streams (another thing the new plan was supposed to address). Most important, the plan needed to establish milestones and a roadmap of which products would ship ...
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... organization, and decisions subsequently flow down. This approach is designed to slow things down, and it ... organizational status quo is where they excel. Great companies such as IBM, General Electric, General Motors, and Johnson ...
... organization, and decisions subsequently flow down. This approach is designed to slow things down, and it ... organizational status quo is where they excel. Great companies such as IBM, General Electric, General Motors, and Johnson ...
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