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Eric Schmidt, CEO of Google,
on how to run a company.
From an interview with Steven Pearlstein,
Financial Columnist for Th...
I believe every day that Google is
run by its culture, not by me.




     Eric Schmidt, CEO of Google | Slides by Mike Ar...
Everyone, including me, is
extremely dispensable, because
ultimately our company is bigger
than the people who make it.


...
The strategy and the products
that we build are a consequence
of the culture we have around
innovation and focusing on
the...
It often feels, at Google, like
people are pretty much doing
what they think best, and they
tolerate having us around.



...
We don’t really have a “Five
Year Plan.” We have a list of
things we think will happen
in the next year.




     Eric Sch...
We really focus on what’s new,
what’s exciting, and how can you
win quickly with your new idea.




     Eric Schmidt, CEO...
It’s much easier to have an
employee base in which everyone
is doing exactly what they want,
every day. They’re much easie...
You’re much better off if you
select people to work in your
firm who really want to change
the world.




     Eric Schmid...
We put up with a certain
amount of chaos. We don’t
necessarily know what order
the products will come in.




     Eric Sc...
Sometimes there are products
that are invented, that we
ultimately decide we don’t like.
But, even in those situations,
we...
The new phrase is Network
Based Organizations. And
we think Google is probably
the best example of that.




     Eric Sch...
Google is very flat, very
non-hierarchical, very much
informal in culture and in ideas.
Ideas come from everywhere.




  ...
The problem as an executive,
is that there may be a brilliant
idea in your company, but you
don’t know who to ask.




   ...
Part of the job of being a CEO
is to have an environment where
people are constantly throwing
you their best ideas, as opp...
We define “consensus culture”
not as everyone agreeing, but
as everyone agreeing to find the
best idea.




     Eric Schm...
Sometimes the best information
only comes at the last minute,
and it’s fine to change your mind.
Just tell us why.




   ...
At Google no one – with the
possible exception of the found-
ers – really has a strong say in
which products will be succe...
We say to the engineering man-
agement, “It doesn’t matter what
I think of your product. What
matters is whether you end u...
Mike Arauz is a Strategist at
Undercurrent, a New York based
digital think tank.

Let’s connect on Twitter: @mikearauz

My...
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Google CEO Eric Schmidt

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From an interview with Steven Pearlstein, Financial Columnist for The Washington Post. Video here: http://bit.ly/46v7B6

Published in: Business, Technology
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  • interesting - but slide 2 - I doubt many people would say that about steve jobs & apple. would steve jobs even say he was extremely dispensable? i doubt that. im sure theres plenty of different ways to run a successful company,
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  • Here's the video from the Washington Post (which is the source for the ppt.)


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Google CEO Eric Schmidt

  1. Eric Schmidt, CEO of Google, on how to run a company. From an interview with Steven Pearlstein, Financial Columnist for The Washington Post. Slides by Mike Arauz
  2. I believe every day that Google is run by its culture, not by me. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  3. Everyone, including me, is extremely dispensable, because ultimately our company is bigger than the people who make it. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  4. The strategy and the products that we build are a consequence of the culture we have around innovation and focusing on the end user. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  5. It often feels, at Google, like people are pretty much doing what they think best, and they tolerate having us around. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  6. We don’t really have a “Five Year Plan.” We have a list of things we think will happen in the next year. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  7. We really focus on what’s new, what’s exciting, and how can you win quickly with your new idea. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  8. It’s much easier to have an employee base in which everyone is doing exactly what they want, every day. They’re much easier to manage. They’re always excited; they’re always working on what they care about. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  9. You’re much better off if you select people to work in your firm who really want to change the world. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  10. We put up with a certain amount of chaos. We don’t necessarily know what order the products will come in. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  11. Sometimes there are products that are invented, that we ultimately decide we don’t like. But, even in those situations, we want to reward the creativity of the people who brought a new idea to us. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  12. The new phrase is Network Based Organizations. And we think Google is probably the best example of that. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  13. Google is very flat, very non-hierarchical, very much informal in culture and in ideas. Ideas come from everywhere. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  14. The problem as an executive, is that there may be a brilliant idea in your company, but you don’t know who to ask. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  15. Part of the job of being a CEO is to have an environment where people are constantly throwing you their best ideas, as opposed to being afraid to talk to you. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  16. We define “consensus culture” not as everyone agreeing, but as everyone agreeing to find the best idea. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  17. Sometimes the best information only comes at the last minute, and it’s fine to change your mind. Just tell us why. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  18. At Google no one – with the possible exception of the found- ers – really has a strong say in which products will be successful. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  19. We say to the engineering man- agement, “It doesn’t matter what I think of your product. What matters is whether you end up with users.” This is a vote. And there will be a vote. And you will either win or lose. Eric Schmidt, CEO of Google | Slides by Mike Arauz 2009
  20. Mike Arauz is a Strategist at Undercurrent, a New York based digital think tank. Let’s connect on Twitter: @mikearauz My blog: www.mikearauz.com

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