Google 's An Innovative Company

I would like to begin by saying that I am usually not jealous or envious of many people but I have to say I am actually jealous of all the googlers. That being said I know now if I was to ever own my business I will make sure to first read Laszlo Bock’s book “WORK RULES! INSIGHTS FROM INSIDE GOOGLE THAT WILL TRANSFORM HOW YOU LIVE AND LEAD” I believe this book can help transform the way we conduct our businesses and how we treat our employees. It’s the new way of looking at the workforce, the old view was to invest in your business and not employees but new view is when you invest in your employees the rest will follow. Google’s HR along

Google, Inc. is a corporation that is known for innovation and amazing leadership practices. Google’s greatest innovation may actually be its managerial practice. Google is not led by a single CEO, but by a team that gives it immense strategic and management strength. (Nussbaum, n.d.) Engineers at Google are able to work on their ongoing projects 4 days out of the 5 day work week, and one day a week is designated for potential ideas of their own choice. (Sawyer, 2009) Google has innovation reviews, where each executive presents the most promising ideas from within his own division. The CEO is at these innovation reviews to listen to these innovative ideas. Another way to ensure that some of these ideas have the opportunity to be developed is to allow the engineers to work on these ideas for more than one day a week and in some cases full time. Allowing time to be creative and develop ideas is embracing the art of innovation and

This report provides a comprehensive business analysis of Google as a company. Contents of this report will include; a comprehensive discussions on Google 's approach to value creation and how they maintain their competitive advantage in today 's markets, the current competitive situation of the company including their market environment, their current competition, and corporate business strategy. It will illustrate and explain the strategic framework of Google using such technics as, S.W.O.T analysis, Porter’s Five Forces, and a Pestle. Also included is the examination of the corporate culture within the company and how it reinforces Google’s current value creation strategy. Recommendations to improve the competitive position and the responsiveness to the business environment will also be discussed. Some topics discussed will be but not limited to; the re-alignments of current business structure, what changes that can be made to the corporate culture, and changes that can be made to the current business strategies.

Google, a company that originally started out of someone’s garage, has gone on to change the way of life for many across the world. Google has become a way of living for so many until terms such as “Google it” has been coin, to represent the search engine able to deliver answers to any question within seconds. Even though Google is mostly known for it’s able to deliver answers within seconds, the company has expand it’s operation into many other tech exploration sectors. The company has recruited the best of the best

Google’s organizational structure, like Zappos, is flat with low levels of management. Google encourages employees to take initiative without needing approval from multiple levels of managers. To inspire the spirit of innovation in its employees, Google came up with the 70-20-10 rule. Frenz (2013) states, “They have the freedom to spend 70 percent of their time on current assignments, 20 percent on related projects of their choosing, and 10 percent on new projects in any area they desire.” Employees have the freedom to set their own goals and change

“Our employees, who call themselves Googlers, are everything. We hope to recruit many more in the future. We will reward and treat them well.” Larry Page and Sergey Brin, Founders of Google

Google’s human relations and human resource management styles have changed the way that companies will be managed in the years to come. Google’s model of motivation and leadership tears down the traditional scientific management theory which focuses on results rather than the employees who deliver those results. The Vice President of People Development at Google stated that the company’s strives “to create the happiest, most productive workplace in the world. It’s less about the aspiration to be No.1 in the world, and more that we want our employees and future employees to love it here, because that’s what’s going to make us successful” (Smith,2014). Google shows employees they are valued and constantly motivates them in the workplace by creating a culture that fulfills their needs in all aspects. The office design, the management style, policies, and perks/benefits all put the employee first.

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

The strategy of focusing on getting information to millions of people internationally is the foundation of Google. Another strategy in which Google is unique is their culture. Google creates an atmosphere of creativity, teamwork and brainstorming which has helped win them a spot in the top 10 of Fortune magazine’s best companies in which to work.

Google Chrome, Google Fiber, Google Glass, Google Cars… it seems Google is always one step ahead of their competition with their innovation, which has made them highly successful in today 's business landscape. The purpose of this paper is to discuss Google’s organizational culture and how it drives employee task performance. To get a complete picture of how the organizational culture affects Google’s success, first look at the history of the company, followed by examining how they define their culture that embodies innovation, and explain how they recruit talent at a time when competition is fierce among competing firms. Next, Google’s culture explained on how they manage and maintain their talented employee pool. Lastly the future outlook for Google will be examined to determine how successful they will be.

There are very few companies in the world that are successful in two realms: its personnel realm and the business realm. It has become common knowledge that Google’s employees love working at Google. They don’t simply like it, they love it. Many of Google’s employees are computer programmers and coders, and it takes more than money to both motivate them and keep them content. Google’s original “campus” in Mountain View, California, otherwise known as GooglePlex, offers employees everything they may need or want – and more – leaving them with little reason to go home at all. It is abundantly clear that this costly approach has paid huge dividends to Google.

Google is not considered a ‘top-down’ organization. Employees prefer to be mentored, rather managed. It is important to the employees they are free to be creative and innovative in the work they do without criticism or micro management. The concept of having meetings to discuss ideas instead of making decisions has been another success for Google.

As a business I have admire Google’s performance this company has its unique organisational culture

The Google case is predicated on strategic management decisions based on the company’s resources, organizational goals, and the competitors market. These decisions are necessary and important for creating growth and increasing market share within the alignment and scope of the company’s vision. “Value creating growth is the strategic challenge, and to succeed, companies must be good at developing new, potentially disruptive businesses” (Rappaport, 2006). With this in mind, Google is trying to decide whether to venture into new markets such as: e-commerce, the portal

This essay is a discussion around Google’s innovative strategies looking at the innovation process, business model and the infrastructure they have built in order to test and deliver innovative products to their users.