keeping google googlely rev01

Founders:

Sergey Brin and Larry Page

- January 1996

Mission:

Organize the world’s information and make it universally accessible and useful.

Went public in 2004 – raising $2 billion

Share price rose $ 108.31 on 1st day trading

Google product offerings:

Critical Success Factor Critical Success Factor Critical Success Factor

• Develop quality of an algorithm. Raise $25mil from two leading venture capital firms. ( Page 2, para 1)

• Established partnerships with leading website AOL and Yahoo and responding to 100 mil search queries each day (Page 2, Para 3)

• Had a right products such as AdWords and AdSense. (Page 3, Para 2 & 3)

• 2004 – 2007, quickly expanded their relevant service & product incl. Google Book Search, Google News, and Finance. Introduce a set of communication incl. Gmail, Google Calendar, Google Docs &Spreadsheet and Blogger (Page 3, Para 4)

• Mesh organizational structure ensured share responsibility and teamwork – all parties involved to work together in case of AdSense Organization. This increased teamwork and primed the organization for success. (Page 4, Para 5)

Critical Success Factor Critical Success Factor

Critical Success Factor

• Fast expansion outside of US enabled the company to operate in a global scale that in turn boosted its revenue with more than half generated outside US. 40 % of total headcount was outside US indicating aggressive expansion plans. (Page 1, Para 1)

• Google strategy – operated as market based company that listened to the needs of user. (Page 4, Para 3)


Critical Success Factor Critical Success Factor Critical Success Factor

• Creative and Innovation. Google encourage their employees to spent 20 % of their time to work on anything they want. ( i.e : Google mail and Google News )( Page 9, para 4)

• Google heavily filter their candidates during recruitment time. They preferred employees to fit with the Google culture. ( page 5, para 4(

Critical Success Factor

• Decision based on consensus ensured that all opinions are equally respected and taken into consideration before decision has made. (Page 8, Para 4)

• New hires provided with training and induction into the company that strengthened their capabilities and reduce their learning curves, enabling them to hit the ground running at the shortest time. (Page 7, Para 4)


Traits and Qualities Traits and Qualities that make up great that make up great leaders in Google leaders in Google

When asked “Who was in charge of AdSense?,”

Scott answered with a smile, “Nobody.”

“My philosophy is that middle management should challenge people to do more, not less. Management should lift the organization and

make life more exciting.”

Q3.Based on relevant theories (refer to relevant texts), analyze Google's:

Kim Scott, director of Google’s AdSense online sales and operations

LeadershipLeadership

The 70/20/10 Rule:

Q3.Based on relevant theories (refer to relevant texts), analyze Google's:Task DesignTask Design

“Google employees don’t like to be told how to do something … this is seen as micromanaging. Most employees would prefer to figure out the best way to do something on their own. People

would rather be mentored than managed.”


Roxana Wales, training and development manager

Task DesignTask Design

Q3.Based on relevant theories (refer to relevant texts), analyze Google's:Organization StructureOrganization Structure

Structure:Structure:

“Google is a large organization, yet it continues to be

very nimble without letting hierarchy, organizational structure, titles, and levels get in the way of creativity and execution. Ideas are most important. Things get done through a common mission, shared goals, and personal responsibility. People are self-managed and self-motivated at every level.”


Gopi Kallayil, product marketing Manager

Organization StructureOrganization Structure

Informal Culture: Organizational characteristics and relationships that are not part of the formal structure but that influence how the organization accomplishes its goals.

Several café stations where employees can gather to eat free food and have

conversations. Snack rooms stocked with goodies ranging from candy to healthy foods like

carrots and yogurt. Exercise rooms. Game rooms with video games, foosball, pool tables and ping-pong. dogs were permitted at work. Laundry on-site. Top benefit packages as well as on-site health and dental care.

Q3.Based on relevant theories (refer to relevant texts), analyze Google's:CultureCulture

The culture was designed to encourage The culture was designed to encourage collegiality and to break down collegiality and to break down barriers to rapid idea developmentbarriers to rapid idea development

Q3.Based on relevant theories (refer to relevant texts), analyze Google's:CultureCulture

Google’s perks aren't lavish wastes of money. They are calculated processes that not only make employees happy, but also benefit the company as a whole. These process are the following: Act like a scientist. Google has reportedly hired social scientists to run a bevy

of tests on employees. This is the first step to developing a better culture. Give smart perks. For every perk, there should be a reason. Don't neglect the little things that can have big impact. Researchers hired by

Google found that the ideal lunch line wait in the cafeteria should be around three or four minutes (long enough that people can chat and make new connections, short enough to minimize wasted time).

Q3.Based on relevant theories (refer to relevant texts), analyze Google's:People StrategiesPeople Strategies

Model your human resources department on a science lab. Whenever possible, Google tries to answer HR questions scientifically. “What we try to do is bring the same level of rigor to people decisions that we do to engineering decisions,” Prasad Setty, who heads Google’s “people’s analytics” group.

Use data to understand what your employees really think. Use the data you collect; if it challenges current company policy, by all means, investigate and find a better solution.

Q3.Based on relevant theories (refer to relevant texts), analyze Google's:People StrategiesPeople Strategies

Yes!

Human Resource Management (Page 5, Para 3)

Google’s success depends on the Human Resources Management – recruiting would focus on the candidates’ personality traits that fit with “Googleyness.”

Consensus Decision Making (Page 8, Para 4)

Google implements a consensus decision-making process in order to improve the quality of the decisions taken.

This process implies risk-seeking at any level in the hierarchy

– no one gets in trouble for having made a bad decision.

4. Now with the rapid expansion, do you think Google can remain 'googley'? Remaining GoogleyRemaining Googley

Avoiding Dilbertville (Page 11, Para 1)Quarterly meeting to discuss employees’ issues and concerns and to focus on possible solutions.

Performance Review (Page 8, Para 1)

All Googlers participated in 360-degree review programs – feedback from managers, peers, and direct reports.

The ultimate goal of the practice is the self improvement of employees.

Remaining GoogleyRemaining Googley

4. Now with the rapid expansion, do you think Google can remain 'googley'? Suggestions.Remaining GoogleyRemaining Googley

In conclusion,

As new employees are hired, it will be important for Google to ensure they embrace the same philosophies Google prides itself on.

ConclusionConclusion

• http://www.realtimeperformance.com/RealTimeLeadership/2011/the-8-most-important-qualities-of-leadership-at-google/

• http://www.demandsolutions.com/resource-center/supply-chain-glossary/supply-chain-glossary-i/informal-culture.html

• http://computer.howstuffworks.com/internet/basics/google6.htm

• http://www.inc.com/laura-entis/5-strategies-to-steal-from-google.html

References References

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Questions?Questions?


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