Keeping google googley

1. LEADING TALENT IN ORGANIZATIONS
(MBSA 1623)
LECTURER: DR. ROSSILAH JAMIL

2. PREPARED BY:
INDIRAN (MBS141104)
CHONG KUEN SOON (MBS141133)
MOHD. FAIZAL (MBS141114)
CHIA WI PAEW (MBS141106)
LEE YEW HOONG (MBS141102)

3. • Executive Summary
Q1. Analysis of Company & industry
• Issues in Case Study.
• Identify & Forecast critical factors in the Case Study
– Q2.Based on relevant theories (refer to relevant texts), analyze Google's:
• Leadership
• Task design
• People strategies
• Structure
• Culture
• Alternatives & Recommendation
– Q3. Now with the rapid expansion, do you think Google can remain
'googley'? Explain and justify your arguments. Give suggestions if any.

4. What
• What is the
whole case study
about
Why
• Why did this case
study happen –
Issues identified
in this case study
Who
• Who are the
characters in this
case study
When
&
Where
• When & where
did this case
study take place
and occur
How
• How did they
manage to solve
the issued in this
case study.

5. What is the whole case study about
• Culture of Google  “Googley”
• Individual level:
• Well intentioned, curious & aware, and have the capacity to self-govern with peers
• Continuous improvement – Continuous learning
• Fast paced & rapid decision making. “its better to move fast and make mistake
rather than make no mistake and move too slow”
• Group/Org Level:
• Informal culture
• Medicine ball chair, door tables & dogs are permitted in office.
• Encourage collegiality -
• Collegiality is the relationship between colleagues. Colleagues are those explicitly
united in a common purpose and respecting each other's abilities to work toward
that purpose
• Unique structure
• Not matrix, not functional neither it is hierarchical – Mentoring peers and cross-
functional.
• Decisions made – “Consensus orientated”
• Common Mission, Shared goal & personal responsibilities.

6. Why is the “Googley” culture successful
• Encouraged new idea : Good one’s survive, bad one will die, but
nobody gets into trouble. Failure was tolerable at all levels.
• Google’s successful culture that managed to achieve this key
achievements:
• Revenue: $439K(2002) to $16Mil(2007)-5yrs
• Employee: 682 staff (2002) to 16805 employee(2007) – 5yrs
• Market share : 62.4% = 587.7million users(2007)
• Market Capitalization: $176.8Bil(2008)
• Google’s strategic product & idea
• AdWord & AdSense = Online advertising  99% revenue source
• Continuous innovation
• new search related products  Gbook, Gfinance, Gnews
• services, communication & collaboration services  Gmail,
GCalendar…
• Online transaction  Gcheckout, Gmaps, Gmobile

7. Who’s in this case study
• Google:
• Sergey Brin & Larry Page – Founder of Google
• Eric Schmidt – CEO of Google 2008
• Jeff Huber - Vice President of Engineering
• Megan Smith – Vice President of New Business Development
• Scott Sheffer – Director of Online Operations
• AdSense:
• Kim Scott – Director of Google’s AdSense Online Sales & Operation(OSO)
• Brian Axe – Product Management Director
• Joerg Heilig & Bhavesh Mehta – Engineering Directors
• Gopi Kallayil – Product Marketing Mangers
• Russ Laraway – Director of Online Operations
• Sarah Teng – AdSense account associate
• Suzie Dewey – Manager at AdSense(new)
• Tanya Koshy – AdWord OSO account strategeist
• Google’s HR
• Laszlo Bock – Vice President of people Operation
• Jason Warner – Senior Staffing Manager
• Roxana Wales – Training & Development Manager

8. When did this case
study take place
• 2008-2011
Where did this case
study take place
• Google’s HQ
• Mountain View,
California

9. • Goals, Mission & Vision
• Structured Recruiting Process
• Review  Screened for Markers Phone interviewed
Assessed for other attributes(Heavy Filter) 
Campus Interview  Recheck complete college
transcripts & references
• Leadership in Google
• Empowering team
• Having technical skills, communication skills,
productive, result oriented and helping others
• Perks & Benefits
• Human Development Management (HDM) - Training &
Promotions
How is this culture maintained

10. • Founded in 1995 by Lary Page & Sergey Brin, the 1st popular search
engine in the world.
• Users can find any website or document on the web based on keyword
or exact searches.
• Kim Malone Scott was hired in June 2004as director of online sales and
operations (OSO)

11. Threat of New Entry
• Moderate cost of doing business
• High cost of brand development
• Easily fulfilled regulatory
requirements
Buyer Power
•many competitors that
host alternatives to
Google’s offerings
Competitive Rivalry
•Microsoft, Yahoo, Baidu
Apple’s iOS
•Rules/ethics have not been
defined so the environment
is easily manipulated
Supplier Power
•Google maintains strong
market dominance; supplier
power is low
•Google products may not
compatible with MS & Apple
new software
Threat of Substitution
•High, switching costs are
negligible
•Demanding more and better
services

12. • Google hired smart engineers, promoted the most brilliant into
leadership positions and then left them alone.
• The assumption was that they were smart and would figure it out or
ask questions if they needed help.
• Google’s Management claims that the teams working under the best
managers perform better, are happier, and stay longer with the
company.

13. • Be a good coach
• Empower your team and don’t micromanage
• Express interest in your team members’ success and well-being
• Be productive and results-oriented
• Be a good communicator and listen to your team
• Help your employees with career development
• Have a clear vision and strategy for the team
• Have technical skills so you can advise the team

14. • According to Rush, Harold F.M. (1971), task design refers to the
specification of contents, methods and relationship of jobs in order
to satisfy technological and organizational requirements as well as
the social and personal requirements of the job holder.
• From the article, it is concluded that Google is the leading
multinational technology company specializing in internet related
services and products which includes online advertising
technologies, search, cloud computing and softwares.
• The employee have reflected a high internal work motivation, quality
work performance and satisfaction with work from the article.
• Google has put a great emphasis on Core Jobs Characteristics based
on Job Characteristic Theory as proposed by Hackman and Oldham
(1976), as evidence below:

15. Core Job
Dimensions
Evidence from article
Skill variety As the director of online sales and operations, Scott was
responsible for the sign-up, management, optimization, and
payments of AdSense partners.
Task Identity “Google employees don’t like to be told how to do something … this
is seen as micromanaging. Most employees would prefer to figure
out the best way to do something on their own. People would
rather be mentored than managed.”
Task Significant “Kim is a champion of new ideas, and she wants us all to feel
empowered to make changes even though we are a small part of a
much larger organization.
Autonomy “We are encouraged to offer up new ideas. The good ones will
survive and the bad ones will die, but nobody gets in trouble for
offering up ideas that don’t survive.”
Feedback By 2006, the company started hiring more managers with
experience, reducing the number of direct reports per manager.

16. People
Strategy in
Google
Benefit &
Perks
Promotions
Recruitment
and Selection
Alignment
Compensation
Training &
Development

17. Plan Strategy
Promotions
Promotions also happened twice a year, and most employees
needed to be in their positions for at least a year to be promoted.
Recruitment & Selection
Google’s hiring philosophy is that they will do
whatever it takes to ensure that every single person hired is an ‘A’
player
Compensation
Google offered a base salary, bonus, stock options, and an
extensive set of benefits and perks.
Benefits & Perks
Google offered top benefit packages as well as on-site health and
dental care. Google also provide free food for breakfast, lunch, and
dinner, free of use of swimming pools and workout facilities.
Training & Development
Google provide management training program that
emphasized coaching and people development.
Alignment
Ideas are most important in Google. Things get done through a
common mission, shared goals, and personal
responsibility.

18. Engineering
Product
Management
Product
marketing
SalesOperations
Legal
Finance
Triumvirate
[trahy-uhm-ver-it, -vuh-reyt]
• a board of three officials jointly resp
onsible for some task
• Organized by function
• Flat organization
• Organization structure with few
or no level of middle
management between staff and
executives.
• Loose Organization
• Very nimble without letting
hierarchy, organization
structure, titles and levels get in
the way of creativity and
execution.
• People are self managed and
self-motivated at every level

19. Schein theory of Culture
• The most visible symbols should not be seen as the only means of
interpreting culture, underlying basic assumptions and espoused beliefs are
fundamentally essential and having a good understanding of a culture.
• Organizational Culture exists simultaneously on 3 levels

20. • Google encourage Googler to express themselves
• Being yourself as a job requirement
• Intellectual curiosity and diverse perspectives
• Equal opportunity for Googlers
• Google Award program
• Google benefits (Free Meal, Free Health Check & etc.)
• Work hard and play hard
• Google programs and policies
- Adoption Assistance
- Day Care
- Mother's Rooms
- Maternal/Paternal Leave Program
- Domestic Partnership Programs
- Accommodation Policies for employee with disability
- Transgender and Transitioning Workplace Support
- Local expressions of each location in each office’s region and personality.

21. • Google Unique Culture
1. Human Resources Management always testing to find ways to optimize
their people, both in terms of happiness and performance.
2. Encourage on collegiality and break down barrier to rapid idea
development
3. Innovation – Google encourages creativity and out-of-the-box thinking.
4. Entrepreneurial – Google encourages its employees “to think and act like an
owner.
5. Teamwork – Google takes pride in hiring of employees who exhibit the
Googley culture.
6. Employee-centric – Google takes care of its people by providing them with
the flexibility and resources necessary to do their job
7. Engineering-centric –Google inspires its engineers to continually improve
its search engine

22. 8. Google recruitment process - constant coaching, training and
people development are implemented to ensure growth and
inspiration for each employee.
9. For the coaching, Google management employs a 360 degree
feedback process to ensure that each employee is evaluated by his
partners and team members. This feedback process allows the
employee to become a future manager and transformational
leader.
10. Google ensures its culture in all its offices whether locally or
internationally, by hiring local employees to start its offshore
business. This way, the local employees are already ingrained by
the Google culture which they could impart to the international
employees or new hires.

23. 1. From the analyses done, we conclude that the founders of Google has laid
down a strong fundamental principles when venturing in the industry,
parallel with notion devised by Peter Drucker: “The successful person places
more attention on doing the right thing rather than doing things right.”
2. Strong internal culture and full top management supports has brought
Google as an outstanding world company which make Google remains
‘googley’. This is evidenced by the continuous growth and the high
satisfaction of employee, as mentioned in the case.

24. Keeping Google “Googley”………
The End Thank You
PRESENTED BY:
INDIRAN (MBS141104)
CHONG KUEN SOON (MBS141133)
MOHD. FAIZAL (MBS141114)
CHIA WI PAEW (MBS141106)
LEE YEW HOONG (MBS141102)