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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... Strategy—Your Plan Is Wrong Bet on technical insights, not market research A period of combinatorial innovation Don't look for faster horses Optimize for growth Coase and the nature of the firm Specialize Default to open, not closed ...
... Strategy—Your Plan Is Wrong Bet on technical insights, not market research A period of combinatorial innovation Don't look for faster horses Optimize for growth Coase and the nature of the firm Specialize Default to open, not closed ...
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... strategic analysis and sage wisdom. But in fact we had to figure it out the old-fashioned way, by trial and error. We were able to hire a few CEO types to run a smattering of autonomous groups, like Art Levinson to run Calico and Andy ...
... strategic analysis and sage wisdom. But in fact we had to figure it out the old-fashioned way, by trial and error. We were able to hire a few CEO types to run a smattering of autonomous groups, like Art Levinson to run Calico and Andy ...
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... strategy or financial model (although those are necessary), but a strong set of technical insights. We list several examples of technical insights later in the book, but recently we came across a new one that demonstrates just how ...
... strategy or financial model (although those are necessary), but a strong set of technical insights. We list several examples of technical insights later in the book, but recently we came across a new one that demonstrates just how ...
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... strategies against the best companies emerging in the field. In most companies, M&A is a multilayer, finance-driven process. In high tech, acquisition targets are usually introduced by product or corporate development teams, with the ...
... strategies against the best companies emerging in the field. In most companies, M&A is a multilayer, finance-driven process. In high tech, acquisition targets are usually introduced by product or corporate development teams, with the ...
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... strategy and how the potential acquisition sheds light on and potentially improves that strategy. Do we have the right insights, or has the market or technology shifted in some fundamental way? Have we set the right milestones for ...
... strategy and how the potential acquisition sheds light on and potentially improves that strategy. Do we have the right insights, or has the market or technology shifted in some fundamental way? Have we set the right milestones for ...
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