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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... Talent—Hiring Is the Most Important Thing You Do The herd effect Passionate people don't use the word Hire learning animals The LAX test Insight that can't be taught Expand the aperture Everyone knows someone great Interviewing is the.
... Talent—Hiring Is the Most Important Thing You Do The herd effect Passionate people don't use the word Hire learning animals The LAX test Insight that can't be taught Expand the aperture Everyone knows someone great Interviewing is the.
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Eric Schmidt, Jonathan Rosenberg. Expand the aperture Everyone knows someone great Interviewing is the most important skill Schedule interviews for thirty minutes Have an opinion Friends don't let friends hire (or promote) friends ...
Eric Schmidt, Jonathan Rosenberg. Expand the aperture Everyone knows someone great Interviewing is the most important skill Schedule interviews for thirty minutes Have an opinion Friends don't let friends hire (or promote) friends ...
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... someone who says it's OK not to follow the rules and has the power and authority to fend off the antibodies who will attack the rule-breaker. John Hanke's Niantic Labs was one of our early experiments in process-breaking. John joined us ...
... someone who says it's OK not to follow the rules and has the power and authority to fend off the antibodies who will attack the rule-breaker. John Hanke's Niantic Labs was one of our early experiments in process-breaking. John joined us ...
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... someone watches a video) went up. Meanwhile, an engineering director named Cristos Goodrow had just come over to YouTube from our commerce group. YouTube's most important metric at the time was video views, which Jim McFadden's system ...
... someone watches a video) went up. Meanwhile, an engineering director named Cristos Goodrow had just come over to YouTube from our commerce group. YouTube's most important metric at the time was video views, which Jim McFadden's system ...
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... how to think. If you can't tell someone how to think, then you have to learn to manage the environment where they think. And make it a place where they want to come every day. A fun project for the two of us Which brings.
... how to think. If you can't tell someone how to think, then you have to learn to manage the environment where they think. And make it a place where they want to come every day. A fun project for the two of us Which brings.
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