Learn From Their Startup Lesson

How to Create Ecosystems Internet of Things Multi Tasking Robots

3D Printers Artificial Intelligence

Reasons of Research

To discuss Google’s startup lesson.

Present for 30 minutes.

Discussion for 15 minutes.

Writing a paper on Google until

June 9th

OKR

ISearch?

IIEcosystem

IIIBackground

VOrganizational Changes

VIEnd

Does Consistency Matter?

Transformation to “systemic innovator of scale” with ex-post review having Schein’s 3 Level Approach.

People

IV

What is Search?

Search Algorithm

Cheap Data Centers Cost-per-Click

Competencies

Sergey

Eric

Larry

BillJohn Doerr

Kleiner Perkins Caufield

Michael Moritz Sequia Capital

Clock Making

To organize the world’s information and make it universally accessible and useful.

Initial Goal

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

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?

Startup Parental Supervision Consoldation

Collage

Startup

Building Systems

Rapid Growth

Questions

Hubris Indiscipline Realization

APMs & UTLs People Operations

Transformation

1995

Startup Parental Supervision ConsolidationStartup Building Systems Rapid Growth Hubris Indiscipline Realization APMs & UTL

Inflated Expectations

Early Adaptors

Disillusionment

Early Majority IPO Late

Majority

First Investment

VCs Investment

1999

Paid Listings

Eric Schmidt

2000

IPO

Youtube

20062004 2008

Chrome

Sub-PrimeAndroid

Recruitments, OKRs, Small Teams, GPS

Meetings, 20% Time, Acceptance

of Failure

Data Driven HierarchiesMediocre

ManagementEnrichment

Conservativeness

Flat-Org, 70/20/10,

1% Tests,BetaConsensus,

Top 100Stock GrantsGoogle Uni

Flat-OrgHierarchyLSAs, IT Int.ProjectOxygen

DecelerationFlat Org Chaos

Traffic LightsPortalSimplification

APMs, ÜTLCoaching, UPSFeedbacks, 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

2013Timeline is not precise until the IPO.

$85

$140

$280

$420

$560

$610

Timeline of G

oogle: Key Events &

Organizational C

hangesStoc

k Pr

ice

Year 1996 1998

GoogleBackRub

Questions People OperationsCollage

Managers Matter?

Good Manager Values

Good Manager Values

Oxygen Attributes

Ops Timeline

Valuation Card

Comments

Good Manager?

Good Manager?

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

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

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

Behavioral Targeting

Machine Learning

Internet-of-things

BHAGs

AcquisitionsDesktop

%2

Gmail %2Cable

%5

Search %27

Docs %5

Cloud %1

Books %1

Shopping %4 Maps

%5

SNS %18

Mobile %16

GoogleX %10

Youtube %5

Notably Eric was consistent with management practices meanwhile maintaining democratic execution.

Initial Goal

QUESTIONS &

ANSWERS

Go ahead. Don‘t hasitate.