Google and Its Innovative System

1438 Words6 Pages
Google, as an internet-based company founded in 1996, which has done a tremendous progress in the past 13 years, is particularly successful and innovative. In 2007, Google surpassed Microsoft as the most visited site on the Web (Kopytoff V, 2007). The company 's influence on the Web is undeniable. Many would ask: How did Google manage to grow up from a nobody to a giant of internet-based companies in such a short time? The answer has much to do with one of the most important elements of Google 's organizational culture - Innovation. This paper will begin by discussing the innovation ecosystem built by Google, it will then show how Google works under this innovation ecosystem and why Google deploy this type of management, finally, it will…show more content…
This allows Google to create a large volume of new ideas and innovations, any engineer in Google could freely work across teams to create a new product or feature without transferring to the specific department. An evidence shows that “more than 50 new products resulted from Google engineers‟ 20% time investments- accounting for half of all new products and features(including Gmail, AdSense, and Google News)developed during that period” (Lyer & Davenport 2008 pp.64). The reason Google invested substantively to create such an innovation ecosystem is due to the highly competitive market and Google‟s ambitious mission. As a young internet-based company, Google‟s leaders realized that without enough innovation, it is extremely hard to compete with companies such as Microsoft and IBM, after Google‟s Online search engine became its solid and profitable infrastructure, Google is not satisfied of what this backbone has brought to itself anymore. Thus, leaders of Google pay much attention to their ultimate mission, organizing the world 's information and making it universally accessible and useful. It is a such imperial goal that could take Google over hundred years of time to achieve it, but the leaders of Google are strategically patient, as CEO Eric Schmidt said at 2007 Bear Stearns conference: “Ubiquity first,
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