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 32
Page
... practice, some very important new ones have emerged as well. This change was driven home for us in a typical Google way: A software engineer told us about it. We stood in the hallways of the Google offices in New York in late September ...
... practice, some very important new ones have emerged as well. This change was driven home for us in a typical Google way: A software engineer told us about it. We stood in the hallways of the Google offices in New York in late September ...
Page
... Practicing what we preach in How Google Works gets very difficult when a company gets big. In his 2013 Founders' Letter1 Larry Page noted that “over time many companies get comfortable doing what they have always done, with a few ...
... Practicing what we preach in How Google Works gets very difficult when a company gets big. In his 2013 Founders' Letter1 Larry Page noted that “over time many companies get comfortable doing what they have always done, with a few ...
Page
... practices, create their own offices, work unfettered across numerous Google product teams (“breaking walls,” John calls it), and launch products under a much more streamlined process. It was about as close to a start-up environment as ...
... practices, create their own offices, work unfettered across numerous Google product teams (“breaking walls,” John calls it), and launch products under a much more streamlined process. It was about as close to a start-up environment as ...
Page
... practices were all created with innovation in mind, and even as the company grew, innovation flourished, pushing product areas like search, ads, Android, and YouTube forward with continuous improvements. Still, what about the brand-new ...
... practices were all created with innovation in mind, and even as the company grew, innovation flourished, pushing product areas like search, ads, Android, and YouTube forward with continuous improvements. Still, what about the brand-new ...
Page
... practice “dipsticking” (is he a car guy or what?), and when he told us this story it reminded us of working with Larry and Sergey at Google, where they frequently engage the engineers in deep design discussions. The point of these ...
... practice “dipsticking” (is he a car guy or what?), and when he told us this story it reminded us of working with Larry and Sergey at Google, where they frequently engage the engineers in deep design discussions. The point of these ...
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