Google
1. Review Google’s corporate webpage and annual report. How would you describe Google’s strategy?
Google mission is "to organize the world's information and make it universally accessible and useful," which means that its core attributes are its killing search engine and a massive, scalable IT infrastructure architected for innovation coupled with a well-considered organizational and cultural strategy
Larry Page, co-founder and CEO of Google, once described the “perfect search engine” as something that “understands exactly what you mean and gives you back exactly what you want.” Google has grown to offer products beyond search; their goal is to make it as easy as possible for people to find the information get the things.
Google divides its product investments three ways following a formula of “70-20-10”. Seventy percent targets its core search and advertising products, twenty percent focuses on related products, and 10 percent centers on the most experimental products
Google has built an unorthodox management model that is based on six management principles.
Dynamic capabilities. The company’s ability to integrate, develop, and reconfigure internal and external competencies in order to meet rapidly changing surroundings.
A continuously changing organization. It does not delay its problem solving actions. It is permeated with a proactive approach to change.
A people-centric approach. The company is people-centric, focusing on the individual and liberating his or her innovative power. This principle is based on a belief that people want to be creative and that a company must provide them with a setting in which they can express their creativity.
An ambidextrous organization. Continuous innovation must combine two different forms of organizational logic within the same organization. These are daily production, which works best with a conventional planning-and-control approach, and innovation, which requires greater freedom, flexibility, and a more open
Google mission is "to organize the world's information and make it universally accessible and useful," which means that its core attributes are its killing search engine and a massive, scalable IT infrastructure architected for innovation coupled with a well-considered organizational and cultural strategy
Larry Page, co-founder and CEO of Google, once described the “perfect search engine” as something that “understands exactly what you mean and gives you back exactly what you want.” Google has grown to offer products beyond search; their goal is to make it as easy as possible for people to find the information get the things.
Google divides its product investments three ways following a formula of “70-20-10”. Seventy percent targets its core search and advertising products, twenty percent focuses on related products, and 10 percent centers on the most experimental products
Google has built an unorthodox management model that is based on six management principles.
Dynamic capabilities. The company’s ability to integrate, develop, and reconfigure internal and external competencies in order to meet rapidly changing surroundings.
A continuously changing organization. It does not delay its problem solving actions. It is permeated with a proactive approach to change.
A people-centric approach. The company is people-centric, focusing on the individual and liberating his or her innovative power. This principle is based on a belief that people want to be creative and that a company must provide them with a setting in which they can express their creativity.
An ambidextrous organization. Continuous innovation must combine two different forms of organizational logic within the same organization. These are daily production, which works best with a conventional planning-and-control approach, and innovation, which requires greater freedom, flexibility, and a more open