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As of 2014 this presentation tries to find Google’s organizational changes using ex-post analyzes to answer the research question, “Does Consistency Matter?”. After elaborating historical findings this presentation classifies and links facts to organizational changes from startup to innovative culture. To focus the topic it does not include any topics related to industry, financial information, products, law suits, privacy related issues, political decisions and philanthropy. Each transformation is presented with a key event and accordingly influential people are analyzed under those events.
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- 2. Learn From Their Startup Lesson How to Create Ecosystems Internet of Things Multi Tasking Robots 3D Printers Artificial Intelligence Reasons of Research
- 3. To discuss Google’s startup lesson. Present for 30 minutes. Discussion for 15 minutes. Writing a paper on Google until June 9th OKR
- 4. I Search? II Ecosystem III Background V Organizational Changes VI End Does Consistency Matter? Transformation to “systemic innovator of scale” with ex-post review having Schein’s 3 Level Approach. People IV
- 11. Sergey Eric Larry Bill John Doerr Kleiner Perkins Caufield Michael Moritz Sequia Capital Clock Making
- 12. To organize the world’s information and make it universally accessible and useful. Initial Goal
- 13. 1.Focus on the user and all else will follow. 2.It’s best to do one thing really, really well. 3.Fast is better than slow. 4.Democracy on the web works. 5.You don’t need to be at your desk to need an answer. 6.You can make money without doing evil. 7.There’s always more information out there. 8.The need for information crosses all borders. 9.You can be serious without a suit. 10.Great just isn’t good enough. Google’s Core Values
- 14. LVL5 Leader & Ambition First Who then What! Cult-like Culture Autonomy & Entrepreneurship Staying Close to Customer Productivity Through People Bias-of-Action Bozo Explosion Clock-building Hands-on Value-Driven Close-to-Customers Simultaneous Loose- Tight Hubris Born Undisciplined Pursuit Pushing the Flywheel HedgeHog Concept HomeGrown Management Culture of Discipline Productive Paranoia Core Ideology Empirical Creativity Return to Luck BHAGs Which One?
- 15. Startup Parental Supervision Consoldation Collage Startup Building Systems Rapid Growth Questions Hubris Indiscipline Realization APMs & UTLs People Operations Transformation
- 16. 1995 Startup Parental Supervision Consolidation Startup Building Systems Rapid Growth Hubris Indiscipline Realization APMs & UTL Inflated Expectations Early Adaptors Disillusi onment Early Majority IPO Late Majority First Investment VCs Investment 1999 Paid Listings Eric Schmidt 2000 IPO Youtube 20062004 2008 Chrome Sub-Prime Android Recruitments, OKRs, Small Teams, GPS Meetings, 20% Time, Acceptance of Failure Data Driven Hierarchies Mediocre Management Enrichment Conservativeness Flat-Org, 70/20/10, 1% Tests,Beta Consensus, Top 100 Stock Grants Google Uni Flat-Org Hierarchy LSAs, IT Int. Project Oxygen Deceleration Flat Org Chaos Traffic Lights Portal Simplification APMs, ÜTL Coaching, UPS Feedbacks, Awards Larry Steps in as CEO 35,000 Employees 2010 People OPS Fully Functional 2012 2014 Eric Schmidt as CEO & Bill Campbell as Coach Larry as CEO & Eric Schmidt as Executive Chairman CPM 2001 Adsense 2005 Maps 2011 Social Search Docs Motorola Robots 2013 Timeline is not precise until the IPO. $85 $140 $280 $420 $560 $610 TimelineofGoogle:KeyEvents&OrganizationalChanges StockPrice Year 1996 1998 Google BackRub Questions People OperationsCollage
- 17. Managers Matter?
- 21. Ops Timeline
- 22. Valuation Card
- 23. Comments
- 24. Good Manager?
- 25. Good Manager?
- 26. Consistency & Adaptability Brutal Facts & BHAGs Action Bias & Empirical Creativity Cult-like- People & Culture Discipline & Paranoia Building Systems Rapid Growth Consistency & Adaptability Brutal Facts & BHAGs Action Bias & Empirical Creativity Cult-like- People & Culture Discipline & Paranoia
- 27. Questions Fall Consistency & Adaptability Brutal Facts & BHAGs Action Bias & Empirical Creativity Cult-like- People & Culture Discipline & Paranoia Consistency & Adaptability Brutal Facts & BHAGs Action Bias & Empirical Creativity Cult-like- People & Culture Discipline & Paranoia
- 28. UPM People Ops Consistency & Adaptability Brutal Facts & BHAGs Action Bias & Empirical Creativity Cult-like- People & Culture Discipline & Paranoia Consistency & Adaptability Brutal Facts & BHAGs Action Bias & Empirical Creativity Cult-like- People & Culture Discipline & Paranoia
- 31. Notably Eric was consistent with management practices meanwhile maintaining democratic execution. Initial Goal
- 32. QUESTIONS & ANSWERS Go ahead. Don‘t hasitate.