Be Googley, a corporate culture for innovation

Be Googley : une culture d’entreprise dédiée à l’innovation Patrick Chanezon, Google, [email_address] Marc-Antoine Garrigue, OCTO Technology, [email_address] © OCTO Technology – Université du Système d’information

Google APIs Evangelist: Patrick Chanezon

Paris - San Francisco

API Evangelist - OpenSocial

Checkout, AdWords

Software plumber

Java geek… in scripting rehab: Ruby, JavaScript, PHP, Python

Open Source: ROME, AdWords (Java, C#, Ruby), OSSGTP

Sun: Blogs, Portals, eCommerce

Netscape/AOL: LDAP, Calendar, App Servers, CMS, MyNetscape (RSS)

More on my blog http://wordpress.chanezon.com

Cellule d’incubation OCTO Technology : Marc-Antoine Garrigue

Paris

Incubation de projets

XDepend

MassiveBrainGames.com

MassiveMusicQuiz.com

MassiveBoogle.com

UsiQuizz

Architecte en SI

Java Geek, in groovy rehab.

Open Source: JCAPTCHA, CAS, ACEGI, OSSGTP

Qu’est ce que

(le processus d’)

innovation?

Idée exploitée =/= innovation

Innovation © OCTO Technology – Université du Système d’information Exploitation rentable d’une idée Innovation!

Quelle forme prend l’innovation?

Votre Business Model? business-model-design.blogspot.com Infrastructures Offre Client Financement Capacités de base Configuration de l’activité Réseau de partenaires Proposition de valeur Canaux de distribution Relation client Client final Structure de coûts Flux de revenus

Technologie © OCTO Technology – Université du Système d’information Produit Infrastructures Offre Client Financement Capacités de base Configuration de l’activité Réseau de partenaires Proposition de valeur Canaux de distribution Relation client Client final Structure de coûts Flux de revenus

© OCTO Technology – Université du Système d’information Produit et service Infrastructures Offre Client Financement Capacités de base Configuration de l’activité Réseau de partenaires Proposition de valeur Canaux de distribution Relation client Client final Structure de coûts Flux de revenus

© OCTO Technology – Université du Système d’information Processus de production Infrastructures Offre Client Financement Capacités de base Configuration de l’activité Réseau de partenaires Proposition de valeur Canaux de distribution Relation client Client final Structure de coûts Flux de revenus

Distribution & CRM Infrastructures Offre Client Financement Capacités de base Configuration de l’activité Réseau de partenaires Proposition de valeur Canaux de distribution Relation client Client final Structure de coûts Flux de revenus

© OCTO Technology – Université du Système d’information Business model Infrastructures Offre Client Financement Capacités de base Configuration de l’activité Réseau de partenaires Proposition de valeur Canaux de distribution Relation client Client final Structure de coûts Flux de revenus

En changeant les règles Rester en tête

S’imposer sur un nouveau marché

Mon métier c’est l’IT © OCTO Technology – Université du Système d’information Vous travaillez sûrement dans IT

Environnement hostile, chute facile

“ II faut se rappeler qu'il n'y a rien de plus difficile à planifier, de plus délicat à réussir et de plus dangereux à conduire que la création et la mise en place d'un nouveau système. Car l'innovation a pour ennemis tous ceux qui bénéficieraient du maintien des conditions passées et ne reçoit que de tièdes encouragements de la part de ceux qui bénéficieraient des nouvelles”

Machiavel, Nicolas

Petit, et multi-disciplinaire

"Les innovations sont presque toujours le fait d'explorateurs individuels ou de petits groupes, et presque jamais celui de bureaucraties importantes et hautement structurées." Leavitt, Harold J.

“ L'innovation est une alliance entre recherche, marketing, instinct, imagination, produit et courage industriel” Riboud. Antoine

Taux d’échec important

Pour innover? © OCTO Technology – Université du Système d’information Melancoly par Peter John Hill Mais comment faire?

Traits of Google Enterprise Culture

Infrastructure Culture

Universality

Design Principles

Inspiration driven by data

Risk

Agile

Open Source

APIs

Googleyness

The world is flat

Do no evil

Getting the right People

Strategic patience

Infrastructure culture

Larry and Serguey’s 1998 paper ”The Anatomy of a Large-Scale Hypertextual Web Search Engine"

http://infolab.stanford.edu/~backrub/google.html

Other Google Research papers since then

http://research.google.com/pubs/papers.html

Build on the shoulders of giants

Custom stack made of standards parts: machines, linux, servers

Standard infrastructure: sharding, GFS, MapReduce, BigTable

Standard languages: c/c++, java, python

Horizontal scalability: parallel and asynchronous whenever possible

Universality

Be ambitious

Tackle large problems…

… at the scale of the web

Examples: GWT, Gears, OpenSocial, Maps, Earth, Checkout, App Engine

Products or parts of them can become reusable infrastructure

GWT used in Checkout

Gears used in Reader

What makes a design "Googley"?

1. Focus on people—their lives, their work, their dreams.

2. Every millisecond counts.

3. Simplicity is powerful

4. Engage beginners and attract experts.

5. Dare to innovate.

6. Design for the world.

7. Plan for today's and tomorrow's business.

8. Delight the eye without distracting the mind.

9. Be worthy of people's trust.

10. Add a human touch.

http://googleblog.blogspot.com/2008/04/what-makes-design-googley.html

Inspiration driven by Data

A/B testing (see Marissa's preso) for UI

Everything is measured

Measures drive product development

Dogfood program: use products internally before they are released, sometimes friend and family programs

Gmail labs: allows 20% ideas to be pushed out to external volunteers

Fail often, fail quickly, and learn

Risk taking/Experimentation is encouraged

http://blog.red-bean.com/sussman/?p=96

“ Do not be afraid of day-to-day failures — learn from them. (As they say at Google, “don’t run from failure — fail often, fail quickly, and learn.”) Cherish your history, both the successes and mistakes. All of these behaviors are the way to get better at programming. If you don’t follow them, you’re cheating your own personal development.”

Ben Collins-Sussman (Subversion, code.google.com)

Agile Development Processes

Influences from XP, Agile, Scrum

Code reviews

Test Driven Development: Testing on the Toilets program and blog

Many internal development tools: Mondrian recently open sourced

Changed the meaning of beta

Teams co-located: 3-15 people, 4/cubicle, all close to each other

International offices: manage whole projects, avoid coordination costs

Open Source Culture

Open Source Program Office

Summer of Code

Open sourcing parts of Google code

http://code.google.com/

Making the web better: GWT, Gears, OpenSocial, Android

API Culture

Bill Joy: "Innovation happens elsewhere"

From 3 to 62 APIs in 3 years

Maps on websites

Friend Connect: all sites can become social

http://code.google.com/ for the list

Build an ecosystem around the APIs (my job)

User's choice: get their data out

Googleyness

Innovation

Non conformism

Risk taking

Flexibility

Pragmatism: doers, coders, not talkers, architects or “urbanists”

The world is flat

Flat management structure but structured processes

5-6 levels for 16k employees

Tolerance for chaos

Managed bottom up process for innovation:

20% time

Committee to decide whether to invest in a project

70/20/10 rule

Culture of consensus

Do No Evil

Not an absolute

More like a moral compass for the company

Frequently used in meetings: wildcard that can change decisions

Getting the right people

Layered recruitment process: phone screens, interviews, committees, Larry & Serguey's final word

50% engineers, 50% sales

High bar for engineers

Free food, best perks in the industry

Google transportation: shuttle, bikes, experiments

Acquisitions: small teams, early stage, for people and technology

Strategic patience

AdWords provides a regular and solid revenue stream

Allows Google to be patient when investing other areas

70/20/10 Rule

Examples: Gmail, Google Apps, Checkout

Acquisitions: teams lost for a year to migrate to Google infrastructure

... but it pays off!

Harvard Business Review article

“ Reverse Engineering Google’s Innovation Machine”, HBR april 2008, Bala Iyer and Thomas Davenport

http://harvardbusinessonline.hbsp.harvard.edu/hbsp/hbr/articles/article.jsp?ml_action=get-article&articleID=R0804C

They got it right

Indentified many aspects of what makes Google culture work well for innovation

And provide a process to help you adapt some of its elements to your business

© OCTO Technology – Université du Système d’information Vous voulez innover? On vous a présenté des recettes qui fonctionnent Commencez demain, commencez maintenant ! L’innovation, avant tout une question d‘envie…