How Google Works
Eric Schmidt, Jonathan Rosenberg
Format: PDF / Kindle (mobi) / ePub
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.
was grounded in the company’s beginnings in a Stanford dorm room. Larry and Sergey set out to create an environment similar to a university, where students have access to world-class cultural, athletic, and academic facilities… and spend most of their time working their butts off. What most outsiders fail to see when they visit Google is the offices where employees spend the bulk of their time. Follow your typical Googler (and probably LinkedIn, Yahoo, Twitter, or Facebook employee, although the
time. The acorn, after long, slow decades, grew into the oak. We called this “growth,” and there may still be industries where it is good enough. As in “top-line growth this quarter was 8 percent”—and that’s good enough for a bonus or promotion. Well, enjoy those days, because they are short-lived. If you are trying to do something big, it’s not enough to just grow, you need to scale. Not scale as in that thing you step on in the morning to see how the diet’s going, or the verb that means to
favoring a committee-based process. Many smart creatives (a majority, in our experience) are conflict-averse and have a hard time saying no. With committees, the rejection doesn’t come from an individual but from the more faceless committee. This small detail can have a surprisingly big calming effect on promotion rates. (There’s a lot more to how Google hires people than we can get into here. If you want to learn more and get the science behind not just recruiting but all of our people
Find the best of it and read it. At Google, we always tell people who come to us seeking advice to ingest the founders’ letter from our 2004 IPO and all the internal strategy memos that Eric and Larry subsequently wrote. These are the clearest, most concise explanations of our values and strategy that can be found, yet many people are too busy to read them. Don’t make that mistake. And don’t stop at your company’s borders. The web has a lot of written information, and while much of it is drivel,
sways the everyday choices they make. For a popular account of this research, see Hazel Rose Markus and Alana Conner, Clash!: 8 Cultural Conflicts That Make Us Who We Are (Hudson Street Press/Penguin, 2013). 27. Jack Welch with Suzy Welch, Winning (HarperCollins, 2005), page 69. 28. With apologies to that notable smart creative, Puck. 29. In 2007, HP sold the Little Basin campsite to a pair of nonprofits, Sempervirens Fund and Peninsula Open Space Trust, who then sold it to the