The Google Way: How One Company is Revolutionizing Management as We Know it
Shortly after World War I, Ford and GM created the large modern corporation, with its financial and statistical controls, mass production, and assembly lines. In the 1980s, Toyota stood out for combining quality with continuous refinement. Today, Google is reinventing business yet again-the way we work, how organizations are controlled, and how employees are managed.
Management consultant Bernard Girard has been analyzing Google since its founding in 1998, and now in The Google Way, he explores Google's innovations in depth-many of which are far removed from the best practices taught at the top business schools.
As you read, you'll see how much of Google's success is due to its focus on users and automation. You'll also learn how eCommerce has profoundly changed the relationship between businesses and their customers, for the first time giving customers an important role to play in a major corporation's growth. Finally, Girard speculates about the limits of Google's business model and discusses the challenges it will face as it continues to grow.
Google's culture is one of innovation. Why not make that spirit of innovation your own?
What people are saying - Write a review
LibraryThing ReviewUser Review - booksbooks11 - LibraryThing
Now I'm actually going to read the Google ads and see what they actually say about me, if anything. So many thought provoking management concepts, plus the story behind google, should be compulsory reading for technocrats. Read full review
This book provides some learnings about Google as a company
a) Google search model, which made use of no sales representatives
b) Business model involving AdWords, AdSense
c) Business catering to the long tail and hence a huge mass of enterprise.
Interesting was the mention about Google IPO being Dutch style
The interview style, Working in small teams, flat structure is somethings present in other companies also and not really unique to Google.
Regarding having 3 people at the top can be boon as well as bane. As long as things get done, it will be considered wonderful. But what if each one starts seeing things in 3 different directions? That might spell trouble for Google.
The concept of 20% free time to projects is good, providing employees room to try new things. That clubbed with review by peers serves as a very way to contribute, impress and grow.
The book is probably old and does not cover the following topics
b) Mobile Strategy
c) Threats from Facebook, WhatsApp and other social media.
Overall, the book is fine, but not sensational as the book cover suggests.
A Management Breakthrough
Rebels with a Cause
The Google Economic Model
A Formula 1 Engine
Three Iconoclasts at the Top
Recruiting the Best
The 20 Percent Rule
Coworkers Are the Best Judges
Coordination Through Technology
The Secret Is in the Factory
Automating Sales and User Relationships
Putting Users in Charge
Is Googles Growth Sustainable?
Can Google Evade Conformity?
A Look Ahead
A Model for All Managers?