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 6-10 sur 57
Page
... engineers in deep design discussions. The point of these discussions is to ensure that project leads and engineers are deeply focused on the product, understand their technical insights, and can defend their decisions. It also helps ...
... engineers in deep design discussions. The point of these discussions is to ensure that project leads and engineers are deeply focused on the product, understand their technical insights, and can defend their decisions. It also helps ...
Page
... engineers and computer scientists, he was one. Still, when he got to Google he stepped into a place very different from anywhere else he had been. His “I have a feeling we're not in Kansas anymore” revelation started on his first day ...
... engineers and computer scientists, he was one. Still, when he got to Google he stepped into a place very different from anywhere else he had been. His “I have a feeling we're not in Kansas anymore” revelation started on his first day ...
Page
... engineers”. When Sergey and Larry founded Google in 1998, they had no formal business training or experience. They considered this an advantage, not a liability. As the ... engineers. The management tactics the “Just go talk to the engineers”
... engineers”. When Sergey and Larry founded Google in 1998, they had no formal business training or experience. They considered this an advantage, not a liability. As the ... engineers. The management tactics the “Just go talk to the engineers”
Page
... engineers would figure it out and adjust the list. This emphasis on engineering continued even as the company expanded the management team. The founders didn't hire Eric for his business acumen as much as for his track record as a ...
... engineers would figure it out and adjust the list. This emphasis on engineering continued even as the company expanded the management team. The founders didn't hire Eric for his business acumen as much as for his track record as a ...
Page
... engineers he was talking about weren't engineers in the traditional definition of the role. Yes, they were brilliant coders and system designers, but along with their deep technical expertise many of them were also quite business savvy ...
... engineers he was talking about weren't engineers in the traditional definition of the role. Yes, they were brilliant coders and system designers, but along with their deep technical expertise many of them were also quite business savvy ...
Expressions et termes fréquents
20 percent project AdWords Android answer better Bill Campbell Bill Gates build called candidate cars challenging company’s create culture customers decision developed employees engineers Eric Eric’s everyone’s Excite@Home executive experience Facebook focus founders Gmail Google search Google’s hiring idea impact important incumbents industry innovation Internet Century interview investment Jonathan knaves Larry and Sergey Larry Page launched leaders learning look Marissa Mayer moonshots Moore’s Law OKRs organization partners passion person platform problem product managers questions revenue role Sergey Brin Silicon Valley smart creatives someone start-up started Steve Jobs strategy stuff success talk technical insights tell TGIF there’s things thinking big Urs Hölzle users Vinod Khosla what’s YouTube