Management and Leadership Paper on Google
Management and Leadership Paper on Google As with its technology, Google has selected to ignore standard wisdom in designing its business. Google started with seed money from angel investors and brought together two venture capital firms that are competing to fund its first equity round. When the dotcom boom exploded, its competitors spent millions of dollars on marketing campaigns to “build brand,” but Google focused instead in quietly building a better search engine. The word rapidly extended from one satisfied use to another. With its google.com site where it has enhanced search technology and high volume of traffic, managers at Google recognized search services and advertising as two initial opportunities for generating revenue (Google, 2007). The company operates the leading search engine that offers targeted search results from more than 8 billion web pages (Hoovers, 2007). Google generates revenue through ads that are targeted by keywords and also sells ads across a network with over 200,000 affiliated websites. Founders Larry Page and Sergy Brin each have nearly about 30% voting control of the company (Hoovers, 2007). Google has its management and leadership well-handled and for this reason it happens that they are among the best-run companies in the technology sector. One of the secrets behind the search engine besides of its internally developed software, made-to-order hardware, and open source is its people management (Claburn, 2006). Google managers tend to be reserved on the IT strategy subject. They are reluctant to discuss specific vendors or products and even with their servers and data centers. Behind its simplicity being apparent, is a mash-up of internally developed software, made-to-order hardware, artificial intelligence, obsession with performance and an unconventional approach to people management. Google is different with respect to making its applications original and unique. The IT infrastructure behind Google’s Web services
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