Keeping google googley


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Keeping google googley

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Keeping google googley

  3. 3. • Executive Summary Q1. Analysis of Company & industry • Issues in Case Study. • Identify & Forecast critical factors in the Case Study – Q2.Based on relevant theories (refer to relevant texts), analyze Google's: • Leadership • Task design • People strategies • Structure • Culture • Alternatives & Recommendation – Q3. Now with the rapid expansion, do you think Google can remain 'googley'? Explain and justify your arguments. Give suggestions if any.
  4. 4. What • What is the whole case study about Why • Why did this case study happen – Issues identified in this case study Who • Who are the characters in this case study When & Where • When & where did this case study take place and occur How • How did they manage to solve the issued in this case study.
  5. 5. What is the whole case study about • Culture of Google  “Googley” • Individual level: • Well intentioned, curious & aware, and have the capacity to self-govern with peers • Continuous improvement – Continuous learning • Fast paced & rapid decision making. “its better to move fast and make mistake rather than make no mistake and move too slow” • Group/Org Level: • Informal culture • Medicine ball chair, door tables & dogs are permitted in office. • Encourage collegiality - • Collegiality is the relationship between colleagues. Colleagues are those explicitly united in a common purpose and respecting each other's abilities to work toward that purpose • Unique structure • Not matrix, not functional neither it is hierarchical – Mentoring peers and cross- functional. • Decisions made – “Consensus orientated” • Common Mission, Shared goal & personal responsibilities.
  6. 6. Why is the “Googley” culture successful • Encouraged new idea : Good one’s survive, bad one will die, but nobody gets into trouble. Failure was tolerable at all levels. • Google’s successful culture that managed to achieve this key achievements: • Revenue: $439K(2002) to $16Mil(2007)-5yrs • Employee: 682 staff (2002) to 16805 employee(2007) – 5yrs • Market share : 62.4% = 587.7million users(2007) • Market Capitalization: $176.8Bil(2008) • Google’s strategic product & idea • AdWord & AdSense = Online advertising  99% revenue source • Continuous innovation • new search related products  Gbook, Gfinance, Gnews • services, communication & collaboration services  Gmail, GCalendar… • Online transaction  Gcheckout, Gmaps, Gmobile
  7. 7. Who’s in this case study • Google: • Sergey Brin & Larry Page – Founder of Google • Eric Schmidt – CEO of Google 2008 • Jeff Huber - Vice President of Engineering • Megan Smith – Vice President of New Business Development • Scott Sheffer – Director of Online Operations • AdSense: • Kim Scott – Director of Google’s AdSense Online Sales & Operation(OSO) • Brian Axe – Product Management Director • Joerg Heilig & Bhavesh Mehta – Engineering Directors • Gopi Kallayil – Product Marketing Mangers • Russ Laraway – Director of Online Operations • Sarah Teng – AdSense account associate • Suzie Dewey – Manager at AdSense(new) • Tanya Koshy – AdWord OSO account strategeist • Google’s HR • Laszlo Bock – Vice President of people Operation • Jason Warner – Senior Staffing Manager • Roxana Wales – Training & Development Manager
  8. 8. When did this case study take place • 2008-2011 Where did this case study take place • Google’s HQ • Mountain View, California
  9. 9. • Goals, Mission & Vision • Structured Recruiting Process • Review  Screened for Markers Phone interviewed Assessed for other attributes(Heavy Filter)  Campus Interview  Recheck complete college transcripts & references • Leadership in Google • Empowering team • Having technical skills, communication skills, productive, result oriented and helping others • Perks & Benefits • Human Development Management (HDM) - Training & Promotions How is this culture maintained
  10. 10. • Founded in 1995 by Lary Page & Sergey Brin, the 1st popular search engine in the world. • Users can find any website or document on the web based on keyword or exact searches. • Kim Malone Scott was hired in June 2004as director of online sales and operations (OSO)
  11. 11. Threat of New Entry • Moderate cost of doing business • High cost of brand development • Easily fulfilled regulatory requirements Buyer Power •many competitors that host alternatives to Google’s offerings Competitive Rivalry •Microsoft, Yahoo, Baidu Apple’s iOS •Rules/ethics have not been defined so the environment is easily manipulated Supplier Power •Google maintains strong market dominance; supplier power is low •Google products may not compatible with MS & Apple new software Threat of Substitution •High, switching costs are negligible •Demanding more and better services
  12. 12. • Google hired smart engineers, promoted the most brilliant into leadership positions and then left them alone. • The assumption was that they were smart and would figure it out or ask questions if they needed help. • Google’s Management claims that the teams working under the best managers perform better, are happier, and stay longer with the company.
  13. 13. • Be a good coach • Empower your team and don’t micromanage • Express interest in your team members’ success and well-being • Be productive and results-oriented • Be a good communicator and listen to your team • Help your employees with career development • Have a clear vision and strategy for the team • Have technical skills so you can advise the team
  14. 14. • According to Rush, Harold F.M. (1971), task design refers to the specification of contents, methods and relationship of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder. • From the article, it is concluded that Google is the leading multinational technology company specializing in internet related services and products which includes online advertising technologies, search, cloud computing and softwares. • The employee have reflected a high internal work motivation, quality work performance and satisfaction with work from the article. • Google has put a great emphasis on Core Jobs Characteristics based on Job Characteristic Theory as proposed by Hackman and Oldham (1976), as evidence below:
  15. 15. Core Job Dimensions Evidence from article Skill variety As the director of online sales and operations, Scott was responsible for the sign-up, management, optimization, and payments of AdSense partners. Task Identity “Google employees don’t like to be told how to do something … this is seen as micromanaging. Most employees would prefer to figure out the best way to do something on their own. People would rather be mentored than managed.” Task Significant “Kim is a champion of new ideas, and she wants us all to feel empowered to make changes even though we are a small part of a much larger organization. Autonomy “We are encouraged to offer up new ideas. The good ones will survive and the bad ones will die, but nobody gets in trouble for offering up ideas that don’t survive.” Feedback By 2006, the company started hiring more managers with experience, reducing the number of direct reports per manager.
  16. 16. People Strategy in Google Benefit & Perks Promotions Recruitment and Selection Alignment Compensation Training & Development
  17. 17. Plan Strategy Promotions Promotions also happened twice a year, and most employees needed to be in their positions for at least a year to be promoted. Recruitment & Selection Google’s hiring philosophy is that they will do whatever it takes to ensure that every single person hired is an ‘A’ player Compensation Google offered a base salary, bonus, stock options, and an extensive set of benefits and perks. Benefits & Perks Google offered top benefit packages as well as on-site health and dental care. Google also provide free food for breakfast, lunch, and dinner, free of use of swimming pools and workout facilities. Training & Development Google provide management training program that emphasized coaching and people development. Alignment Ideas are most important in Google. Things get done through a common mission, shared goals, and personal responsibility.
  18. 18. Engineering Product Management Product marketing SalesOperations Legal Finance Triumvirate [trahy-uhm-ver-it, -vuh-reyt] • a board of three officials jointly resp onsible for some task • Organized by function • Flat organization • Organization structure with few or no level of middle management between staff and executives. • Loose Organization • Very nimble without letting hierarchy, organization structure, titles and levels get in the way of creativity and execution. • People are self managed and self-motivated at every level
  19. 19. Schein theory of Culture • The most visible symbols should not be seen as the only means of interpreting culture, underlying basic assumptions and espoused beliefs are fundamentally essential and having a good understanding of a culture. • Organizational Culture exists simultaneously on 3 levels
  20. 20. • Google encourage Googler to express themselves • Being yourself as a job requirement • Intellectual curiosity and diverse perspectives • Equal opportunity for Googlers • Google Award program • Google benefits (Free Meal, Free Health Check & etc.) • Work hard and play hard • Google programs and policies - Adoption Assistance - Day Care - Mother's Rooms - Maternal/Paternal Leave Program - Domestic Partnership Programs - Accommodation Policies for employee with disability - Transgender and Transitioning Workplace Support - Local expressions of each location in each office’s region and personality.
  21. 21. • Google Unique Culture 1. Human Resources Management always testing to find ways to optimize their people, both in terms of happiness and performance. 2. Encourage on collegiality and break down barrier to rapid idea development 3. Innovation – Google encourages creativity and out-of-the-box thinking. 4. Entrepreneurial – Google encourages its employees “to think and act like an owner. 5. Teamwork – Google takes pride in hiring of employees who exhibit the Googley culture. 6. Employee-centric – Google takes care of its people by providing them with the flexibility and resources necessary to do their job 7. Engineering-centric –Google inspires its engineers to continually improve its search engine
  22. 22. 8. Google recruitment process - constant coaching, training and people development are implemented to ensure growth and inspiration for each employee. 9. For the coaching, Google management employs a 360 degree feedback process to ensure that each employee is evaluated by his partners and team members. This feedback process allows the employee to become a future manager and transformational leader. 10. Google ensures its culture in all its offices whether locally or internationally, by hiring local employees to start its offshore business. This way, the local employees are already ingrained by the Google culture which they could impart to the international employees or new hires.
  23. 23. 1. From the analyses done, we conclude that the founders of Google has laid down a strong fundamental principles when venturing in the industry, parallel with notion devised by Peter Drucker: “The successful person places more attention on doing the right thing rather than doing things right.” 2. Strong internal culture and full top management supports has brought Google as an outstanding world company which make Google remains ‘googley’. This is evidenced by the continuous growth and the high satisfaction of employee, as mentioned in the case.
  24. 24. Keeping Google “Googley”……… The End Thank You PRESENTED BY: INDIRAN (MBS141104) CHONG KUEN SOON (MBS141133) MOHD. FAIZAL (MBS141114) CHIA WI PAEW (MBS141106) LEE YEW HOONG (MBS141102)