keeping google googley. harvard case Essay

1599 Words Dec 17th, 2014 7 Pages
Keeping Google “Googley”

M. Bertaccini, L. Dovesi,
G. Nicolini, M. Olivieri,
MC. Penna, M. Perini.

The unbelievable success of Google
• Revenue growth
Ø 2004, $3.2 billion
Ø 2013, $60 billion
• Net income growth
Ø 2004, $400 million
Ø 2013, $13 billion
• Employees growth
Ø 2004, 3,000
Ø 2013, up to 55,000

The IPO stock growth from 2004 to 2014

January 2004,
24h after first IPO in
NASDAQ: $100 per stock, public offer $2 billion. October 2008, May 2014, first position on stock price over world most
$1000 each. value company
January 23 ranking with
2008, loss of
$16.3 billion
$159 billion.

November 2007,
$700 per stock.

Critical Success Factors (1)
• Customer-Centered Company
Google’s innovation process begins
…show more content…
• Google’s recruiting philosophy is to focus on the candidates’ personality traits that fit with Googleyness.
• Recruited people are sought primarily within people sharing background experiences, both academic and work-related, with

Best Practices (3)
• Frequent meetings and gatherings held, both functional and multifunctional.
• Google considers feedbacks fundamental. Each member is evaluated with a multi source assessment (360-degrees); peers’ and managers’ viewpoint assume equal importance.
• The ultimate goal of the practice is the self improvement of employees. Accordingly, the company has followed a project, Project
Oxygen, to define the lines of conduct held by the best managers and establish a behavioral model.

Googley SWOT analysis



• Replication of efforts
• Projects Management
• Culture focused on innovation and creativity


• International consistency

• Difficulties in maintaining relationships T

• Excess of bureaucratization
• Reduction of personal visibility • Redundancy on people working on projects
• Maintenance of rapid decision-making Bureaucratisation
• Google is facing a challenge of bureaucratisation. It needs to manage the increases in headcount due to hyper growth, but at the same time maintaining a flat management layers.
• Google hires middle-managers in order to reduce the span of control and to create an intermediate layer

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