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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... usually get there. And even if you fail, you'll probably learn something important. It's also true that many companies get comfortable doing what they have always done, with a few incremental changes. This kind of incrementalism leads ...
... usually get there. And even if you fail, you'll probably learn something important. It's also true that many companies get comfortable doing what they have always done, with a few incremental changes. This kind of incrementalism leads ...
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... usually generates an interesting response, because we are fortunate enough to live and work in a time when technology is advancing at an amazing pace, changing many lives and businesses along the way. The question is always relevant ...
... usually generates an interesting response, because we are fortunate enough to live and work in a time when technology is advancing at an amazing pace, changing many lives and businesses along the way. The question is always relevant ...
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... usually try to assess that value in terms of the core. It's a matter of numbers: A new venture within a big company won't be able to move the bottom line enough, so the tendency is to say, “Why bother?” It almost always looks like a ...
... usually try to assess that value in terms of the core. It's a matter of numbers: A new venture within a big company won't be able to move the bottom line enough, so the tendency is to say, “Why bother?” It almost always looks like a ...
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... usually all fit in one home, under one brand. We wish we could say we came to this conclusion by smart 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 ...
... usually all fit in one home, under one brand. We wish we could say we came to this conclusion by smart 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 ...
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... usually introduced by product or corporate development teams, with the corp dev team then conducting due diligence that is focused primarily on the financial aspects of the deal. There are review steps—finance, legal, etc.—and then ...
... usually introduced by product or corporate development teams, with the corp dev team then conducting due diligence that is focused primarily on the financial aspects of the deal. There are review steps—finance, legal, etc.—and then ...
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