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Innovate or Die: Building a Culture of Strategy and Innovation

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Douglas Merrill provides a rare look into how Google fosters its renowned culture of innovation. In a fast-paced talk, he contrasts Google's strengths with those of other companies that are struggling …

Douglas Merrill provides a rare look into how Google fosters its renowned culture of innovation. In a fast-paced talk, he contrasts Google's strengths with those of other companies that are struggling to stay relevant. The best companies know that innovation is a process you can learn and implement. Merrill lays out a blueprint for innovation as strategy, as culture. How do you foster ideas in their infancy? What corporate structures drive innovations, and which ones get in the way? And how do you recognize the innovation that's already happening in your organization? Innovation, he shows us, is already happening at your organization, at every organization. But the mediocre companies kill it unwittingly. Having championed innovation at Google, Merrill demonstrates, with striking clarity, how to design a different kind of company-- one where culture, strategy and innovation are interrelated and drive massive, sustainable growth.

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  • Cottage industry of innovation talks
  • GET TALKING POINTS RIGHT HERE – THIS “LOSING CONTROL” BIT IS THE KEY REVELATION
  • Dow Jones 50 largest companies in 1990 – 2010: only 15 matchAltriaDupontEastman KodakXeroxGoodyear TireRockwell Automation And some matches are totally differentIBMUnited Technologies
  • Zappos$1.2m in capital yield $70m in sales within 3 years
  • McD’s: Social media “ads” are cheap – foursquare ad … for a cost of $1,000 McD’s smashed their traffic #s (25% bump in a day)Dominos: 33% of all sales online;
  • Fundamentally different way of thinking/doing marketing. Corporate marketing types will start from the wrong position…Outcome was good. Process was a disaster.
  • Matthew Fontaine Maury – studying tides and winds to make ship travel more effective across pacific. Convinced other captains to send in their log books with their data in exchange for getting the other captains’ data. Basically, he got the users to do all the work.http://en.wikipedia.org/wiki/Matthew_Fontaine_Maury
  • How do you build a new business now? What do you need to do to get there?
  • Diversity matters – if you don’t have differnet perspectives, you’ll circle to poorer answersUs army high performing unitsGreat ideas come from everywhereNot clear if king kong or the planes is the poor answer here…This is the world calling – the boomtown rats
  • Good ideas come from everywhere… so make it possible for people to tell you them. Secrets are bad, and often unneeded so why bother?
  • COMPENSATION && PROMOTION(notes, below, are old)Structure matters – Current view of work – with professional managers and workers – is pretty new (frederickwinslowtaylor) – designed (like school) to get “lesser” workers to have no decision making ability or modification ability – unlike hundreds of years of craftsmen organizationideas can come from anywhere, you need to be able to listen to them… and not crush them-- structure can quash ability to hear-- hierarchy v flat (military, new problems)Indigo girls, you and me of the 10,000 wars
  • Transcript

    • 1. Douglas Merrill
    • 2. Losing control in the new world
    • 3. … even to offline stores
    • 4. “If I had asked my customers what they wanted, theyd haveasked for a faster horse.”-- Henry Ford
    • 5. Building a new business
    • 6. Google.stanford.edu (Circa 1997)Google.com (Circa 1999)
    • 7. Always “over hire” and diversity matters….
    • 8. * Almost, anyway
    • 9. Change happens.To you, or by you. Pick.
    • 10. Questions???

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