Founded in 1998 by two students of Stanford, who have become billionaires since then, the Google Company managed in less than 5 years to become the world leader in its branch of industry, the search for contents on the Internet. In just a decade, founders Larry Page and Sergey Brin where joined by Eric Schmidt and they had set up a true virtual empire. Based on arbitration between internal growth and external growth, the development model of Google gave rise to an allied company which seems to be fixed on the objective of meeting the virtual needs of all the Net surfers throughout the world.
Introduced in 2004, Google did not succumb to the ‘Net crunch' of 2001, and new products are introduced each week under the banner of the Internet giant. One counts today more than 135 online services covering a very broad range of needs, of which the most emblematic are undoubtedly the Google Search Engine, Gmail, YouTube and Google Earth. They are listed in this page: http://logiciels.zorgloob.com/liste.php.
This phenomenal success in such a short period was possible thanks to an organizational model which advocates personal initiative and freedom to innovate. ‘Thinking big' is the watchword and a veritable arsenal of management tools was deployed to support the innovation within the group, mainly made up of engineers.
The abstract slogan of the group is ‘Don't Be Evil' (which one does not owe to the founders but to an entrepreneur of the group - Paul Buchheit, the man behind the origin of Gmail); the approval of the projects by the hierarchy which meets periodically in only this regard. The products then pass through various phases of development within the incubator Google Labs, still a new phenomenon in the pharmaceutical laboratories.
We will thus study this formidable model which was set up by Page, Brin and Schmidt with their collaborators and we will also study the two elements, which along with its source, the incubator Google Labs, form the tangible part of the culture of the company.
Indeed, the Google model is to think not revolutionary. It borrows heavily from what has been the best for innovation in other firmsand other sectors. Thus the system of the expert panel cited above it, is practiced by many large enterprises, of the system of 20% time-off. It was put forward by the 3M Company in the 1970s.
However, we can safely say that this model is associated with an impressive corporate culture that owes much to its founders and is the source of a unique success story that has since become a case study.
Today, few are those who dare to predict doom for the company that never stops surprising. So we will be interested in this exciting model that has been brought up by Page, Brin and Schmidt, with their collaborators in studying the two elements that are at its source, the incubator, Google Labs for part, a tangible and corporate culture for the intangible aspect.
Tags: Google, Google incubator Google Labs, Gmail
[...] The limitations of the model: In five short years, Google was already a leader in the market for Internet search engines and this growth has continued since its inception. The model of innovation from Google and its horizontal organization thus appear as the lifeblood of this company that has been experiencing success after success. However, more than ten years after its inception, Google unveils a new face, and if the leaders do not change the current policy, innovations sometimes risk being limited by the external challenges. [...]
[...] It borrows heavily from what lent firmly to innovation in other firms and other sectors. Thus the system of the expert committee cited above is practiced by many large companies, such as the system of 20%-off time, which was put forward by the 3M Company in the 1970s. However, it is safe to say that this model is associated with a large corporate culture that owes much to its founders has been the source of a unique success story that has since become a model case study. [...]
[...] The host of the advertisement also benefits in that it is paid by Google for each click made. Thus, Google pays 88% of AdSense revenues to hosting the ads. Highlights of the device This device has several strengths: o Facilitate and substantiate the research of engineers, by ensuring the publication and testing of their prototypes. A strong incentive, which encourages them to invest in 20% of their free time o The user validation of the availability or unavailability of a market for these applications; they perceive the usefulness of these projects o The contribution of outside ideas and suggestions. [...]
[...] Indeed, consistency is sometimes difficult to find among the various Google applications, and management of these activities can become a headache. This is even more dangerous as competition increases, and geographically speaking, the war for new domains is now wide open. Indeed, China has preferred to promote the entry of Yahoo in its market as the Chinese state is known for maintaining a stronghold on freedom of expression, and Google can sometimes seem a little too "liberal" because of the wide range of opportunities and knowledge available. [...]
[...] The sprawling expansion that could undermine the growth of Google First it should be noted that the operation of Google is based on the history of its creation and the nature of the company. In fact Google has been created on the form of a start-up, and its organization and culture are very consistent with this deliberately light structure covering all employees in entrepreneurship. Can you seriously imagine that with the strong growth of its workforce, and given the explosion of activities and services, Google can keep its structure as minimally hierarchical as possible without paying the price of efficiency? [...]
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