Post on 16-Aug-2015
13 Views
Preview:
TRANSCRIPT
Learn From Their Startup Lesson
How to Create Ecosystems Internet of Things Multi Tasking Robots
3D Printers Artificial Intelligence
Reasons of Research
To discuss Google’s startup lesson.
Present for 30 minutes.
Discussion for 15 minutes.
Writing a paper on Google until
June 9th
OKR
ISearch?
IIEcosystem
IIIBackground
VOrganizational Changes
VIEnd
Does Consistency Matter?
Transformation to “systemic innovator of scale” with ex-post review having Schein’s 3 Level Approach.
People
IV
Sergey
Eric
Larry
BillJohn Doerr
Kleiner Perkins Caufield
Michael Moritz Sequia Capital
Clock Making
1.Focus on the user and all else will follow.
2.It’s best to do one thing really, really well.
3.Fast is better than slow.
4.Democracy on the web works.
5.You don’t need to be at your desk to need an answer.
6.You can make money without doing evil.
7.There’s always more information out there.
8.The need for information crosses all borders.
9.You can be serious without a suit.
10.Great just isn’t good enough.
Google’s Core Values
LVL5 Leader & Ambition
First Who then What!
Cult-like Culture
Autonomy & Entrepreneurship
Staying Close to Customer
Productivity Through People
Bias-of-Action
Bozo Explosion
Clock-building
Hands-on Value-Driven
Close-to-Customers
Simultaneous Loose-Tight
Hubris Born
Undisciplined Pursuit
Pushing the Flywheel
HedgeHog Concept
HomeGrown Management
Culture of Discipline
Productive Paranoia
Core Ideology
Empirical Creativity
Return to Luck
BHAGs
Which One?
Startup Parental Supervision Consoldation
Collage
Startup
Building Systems
Rapid Growth
Questions
Hubris Indiscipline Realization
APMs & UTLs People Operations
Transformation
1995
Startup Parental Supervision ConsolidationStartup Building Systems Rapid Growth Hubris Indiscipline Realization APMs & UTL
Inflated Expectations
Early Adaptors
Disillusionment
Early Majority IPO Late
Majority
First Investment
VCs Investment
1999
Paid Listings
Eric Schmidt
2000
IPO
Youtube
20062004 2008
Chrome
Sub-PrimeAndroid
Recruitments, OKRs, Small Teams, GPS
Meetings, 20% Time, Acceptance
of Failure
Data Driven HierarchiesMediocre
ManagementEnrichment
Conservativeness
Flat-Org, 70/20/10,
1% Tests,BetaConsensus,
Top 100Stock GrantsGoogle Uni
Flat-OrgHierarchyLSAs, IT Int.ProjectOxygen
DecelerationFlat Org Chaos
Traffic LightsPortalSimplification
APMs, ÜTLCoaching, UPSFeedbacks, Awards
Larry Steps in as CEO
35,000 Employees
2010
People OPS Fully Functional
2012 2014
Eric Schmidt as CEO & Bill Campbell as Coach
Larry as CEO & Eric Schmidt as Executive Chairman
CPM
2001
Adsense
2005
Maps
2011
Social Search Docs
Motorola
Robots
2013Timeline is not precise until the IPO.
$85
$140
$280
$420
$560
$610
Timeline of G
oogle: Key Events &
Organizational C
hangesStoc
k Pr
ice
Year 1996 1998
GoogleBackRub
Questions People OperationsCollage
Consistency &
Adaptability
Brutal Facts & BHAGs
Action Bias & Empirical
Creativity
Cult-like-People & Culture
Discipline & Paranoia
Building Systems Rapid Growth
Consistency &
Adaptability
Brutal Facts & BHAGs
Action Bias & Empirical
Creativity
Cult-like-People & Culture
Discipline & Paranoia
Questions Fall
Consistency &
Adaptability
Brutal Facts & BHAGs
Action Bias & Empirical
Creativity
Cult-like-People & Culture
Discipline & Paranoia
Consistency &
Adaptability
Brutal Facts & BHAGs
Action Bias & Empirical
Creativity
Cult-like-People & Culture
Discipline & Paranoia
UPM People Ops
Consistency &
Adaptability
Brutal Facts & BHAGs
Action Bias & Empirical
Creativity
Cult-like-People & Culture
Discipline & Paranoia
Consistency &
Adaptability
Brutal Facts & BHAGs
Action Bias & Empirical
Creativity
Cult-like-People & Culture
Discipline & Paranoia
AcquisitionsDesktop
%2
Gmail %2Cable
%5
Search %27
Docs %5
Cloud %1
Books %1
Shopping %4 Maps
%5
SNS %18
Mobile %16
GoogleX %10
Youtube %5
Notably Eric was consistent with management practices meanwhile maintaining democratic execution.
Initial Goal
top related