Verfügbarkeit: How Google works | Technische Universität München

How Google works:

Gespeichert in:

Bibliographische Detailangaben
Beteiligte Personen:	Schmidt, Eric 1955- (VerfasserIn), Rosenberg, Jonathan 1961- (VerfasserIn), Eagle, Alan (VerfasserIn)
Format:	Buch
Sprache:	Englisch
Veröffentlicht:	New York, NY [u.a.] Grand Central Publ. 2014
Ausgabe:	1. ed.
Schlagwörter:	Google LLC Management Strategisches Management Unternehmenskultur Google USA Google (Firm) > Management Internet industry > Management > United States
Links:	http://digitool.hbz-nrw.de:1801/webclient/DeliveryManager?pid=5913292&custom_att_2=simple_viewer http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027556127&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
Beschreibung:	Literaturangaben und Index
Umfang:	XIV, 286 S. Ill., graph. Darst.
ISBN:	9781455560592 9781455582341 9781478983521 9781478953210 9781444792492

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Datensatz im Suchindex

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adam_text	Titel: How Google works Autor: Schmidt, Eric Jahr: 2014 Contents Foreword xiii Introduction—Lessons Learned from the Front Row "Just go talk to the engineers" 4 The Finland plan 8 When astonishing isn't 10 Speed 12 The "smart creative" 16 A fun project for the two of us 20 Pyramids unbuilt 24 Culture—Believe Your Own Slogans Keep them crowded 34 Work, eat, and live together 37 Your parents were wrong—messiness is a virtue 38 Don't listen to the HiPPOs 40 The rule of seven 42 Every tub (not) on its own bottom 44 Do all reorgs in a day 45 The Bezos two-pizza rule 46 Organize the company around the people whose impact is the highest 47 viii Contents Exile knaves but fight for divas 48 Overworked in a good way 51 Establish a culture of Yes 53 fun, not Fun 54 You must wear something 61 Ah'cha'rye 63 Don't be evil 64 Strategy—Your Plan Is Wrong Bet on technical insights, not market research 69 A period of combinatorial innovation 74 Don't look for faster horses 77 Optimize for growth 78 Coase and the nature of the firm 81 Specialize 83 Default to open, not closed 85 Default to open, except when. 88 Don't follow competition 90 ¦ Eric's Notes for a Strategy Meeting 92 Talent—Hiring Is the Most Important Thing You Do The herd effect 99 Passionate people don't use the word 100 Hire learning animals 102 The LAX test 105 Insight that can't be taught 107 Expand the aperture 108 Everyone knows someone great 112 Interviewing is the most important skill 113 Schedule interviews for thirty minutes 118 Have an opinion 119 Friends don't let friends hire (or promote) friends 121 Contents ix Urgency of the role isn't sufficiently important to compromise quality in hiring 125 Disproportionate rewards 125 Trade the M Ms, keep the raisins 127 If you love them, let them go (but only after taking these steps) 129 Firing sucks 131 m Google's Hiring Dos and Don'ts 132 a Career—Choose the F-16 133 Treat your career like you are surfing Always listen for those who get technology Plan your career Statistics is the new plastics Read Know your elevator pitch Go abroad Combine passion with contribution Decisions—The True Meaning of Consensus 143 Decide with data 151 Beware the bobblehead yes 153 Know when to ring the bell 156 Make fewer decisions 158 Meet every day 160 "You're both right" 162 Every meeting needs an owner 163 Horseback law 165 Spend 80 percent of your time on 80 percent of your revenue 168 Have a succession plan 168 ¦ The World's Best Athletes Need Coaches, and You Don't? 170 Communications—Be a Damn Good Router 173 Default to open 175 Know the details 178 X Contents It must be safe to tell the truth 180 Start the conversation 182 Repetition doesn't spoil the prayer 184 How was London? 187 Review yourself 189 Email wisdom 189 Have a playbook 192 Relationships, not hierarchy 198 Innovation—Create the Primordial Ooze 201 What is innovation? 205 Understand your context 207 The CEO needs to be the CIO 208 Focus on the user. 212 Think big 216 Set (almost) unattainable goals 220 70/20/10 222 20 percent time 225 ¦ Jonathan's Favorite 20 Percent Project 230 Ideas come from anywhere 231 Ship and iterate 233 Fail well 237 It's not about money 240 Conclusion—Imagine the Unimaginable 243 From Downton Abbey to Diapers.com 244 Who succeeds and who fails in a world of platforms? 245 The emergence of the social web (and a start-up called Facebook) 247 Ask the hardest questions 249 The role of government 254 Big problems are information problems 255 Contents xi The future's so bright. 258 The next smart creative 260 Acknowledgments 263 Glossary 271 Index 275 A Note About the Authors 285
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subject_GND	(DE-588)10122609-3 (DE-588)4037278-9 (DE-588)4124261-0 (DE-588)4131484-0 (DE-588)4726597-8
title	How Google works
title_alt	Google
title_auth	How Google works
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title_full	How Google works Eric Schmidt and Jonathan Rosenberg with Alan Eagle
title_fullStr	How Google works Eric Schmidt and Jonathan Rosenberg with Alan Eagle
title_full_unstemmed	How Google works Eric Schmidt and Jonathan Rosenberg with Alan Eagle
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topic	Google LLC (DE-588)10122609-3 gnd Management (DE-588)4037278-9 gnd Strategisches Management (DE-588)4124261-0 gnd Unternehmenskultur (DE-588)4131484-0 gnd Google (DE-588)4726597-8 gnd
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