3. History
The Company
Started at: Stanford University (1996)
By: Larry page and Sergey Brin
In: Stanford Digital Library Project (BackRub)
Larry page was urged by his faculty adviser, Terry Winograd to research the
mathematical properties of the Internet and to gain an understanding of its
underlying linking structure, representing it in the form of a large graph.
Left to right: Sergey Brin , Larry page
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4. The Company
Changed BackRub’s name to Google – The Search Engine (1997)
Google is an alternative spelling of googol -> 10100 : a very large number
“ To organize the world’s information and make it universally accessible and useful ”
“ To make theirs the best company in the world to work for ”
Andy Bechtolsheim, founder of Sun Microsystems and CEO of Cisco, invested $100,000.
Ram Shiram, who had experience from Amazon and Netscape, introduce Page and Brin
to Yahoo, Alta Vista, and Excite.
Jeff Bezos, the founder of Amazon, invested $250,000 in Google Inc.
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5. The Company
In 1998, Google Inc. was registered.
In 1999, they received $25 million from
two risk capital companies in Silicon
Valley.
They were influenced to employ
a professional CEO and to develop a
management system.
The founders became presidents and
Eric Schmidt the CEO (2001)
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6. The Company
$ 59.825 billion Revenue in 2013
$ 11 billion Gross Profit
Value Daily visitors
81,528,151
Daily pageviews
1,416,877,736
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9. Culture
Google’s Company Culture
Company cultures govern employee expectations and the way
members of an organization relate to one another, to other parts of the
company, and to outside parties, such as suppliers and customers, as
well as to the society in which the company functions.
An employee who acts in a way that comports well with the company’s
norms and values is called “Googley”.
chief cultural officer (CCO): responsible for the corporate culture.
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11. Culture
Focus
Organizing the World’s Information (Mission)
Hiring the Right People
Focus on Innovation
Individual Independence
The 70–20–10 Rule
The Engineer as King
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12. Culture
Ambition
Think Big
Continuous Change
Fewer and Larger
Developing the Business Model Over Time
The 20 % Rule
Creative Environment
Data-Driven Decisions
An International and Diversified Company
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14. Culture
Cooperation and Collaboration
Openness and Trust (TGIF meetings)
Fast and Scalable
Risk Taking and Passion
Self-organization and Fairness (360 feedbacks)
Humble and Scrappy
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17. Management
Management Model
The Google’s management model is based on six management
principles for continuous innovation.
Companies now exist in a competitive situation that is completely
different from that which prevailed only a few decades ago.
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18. Management
Management principles
Dynamic capabilities
company’s ability to integrate, develop, and reconfigure internal and external competencies in order to
meet rapidly changing surroundings.
A continuously changing organization
Always prepared for change as well as having a semi structured organization
1
2
3
A people-centric approach
Every employee must share an understanding of what should be performed and why this is needed. And
the authority to decide how the goals should be realized. And the freedom to test new ideas.
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19. Management
Management principles
5
4
6
Ambidextrous Organization
Daily production and innovation together. (70-20-10 and 20% Rules)
An Open Organization That Networks with Its Surroundings
Interact with its surroundings, the new idea often come both within the company and from outside sources.
Like external developers, universities, government agencies and start-up companies.
A Systems Approach
Increasing a company’s innovative energy requires a systems approach rather than isolated measures.
Google’s management is very much innovation oriented;
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26. References
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Annika Steiber (2014), The Google Model: Managing Continuous Innovation in a Rapidly
Changing World, Springer.
Bernard Girard (2009), The Google Way: How One Company Is Revolutionizing Management
As We Know It, William Pollock.
Google.com : the company website
Wikipedia
