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 FactorCritical 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)

• 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)

• 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(

• 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 QualitiesTraits and Qualities
that make up greatthat make up great
leaders in Googleleaders 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:
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

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.
relevant texts), analyze Google's:CultureCulture

The culture was designed to encourageThe culture was designed to encourage
collegiality and to break downcollegiality and to break down
barriers to rapid idea developmentbarriers to rapid idea development
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).
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.
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/th
e-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
ReferencesReferences

AnyAny
Questions?Questions?

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