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Hussein Al Ahmad
XPERT Consultancy
Since 1998, when Sergey Brin and Larry Page, two intelligent doctoral students
have admirably developed a set of algorithms that sparked an exceptional and
marvelous leap in Web-search delivery. According to Keith H. Hammonds,
Googles’ performance became “… the envy of executives and engineers around
the world ... For techno-evangelists, Google is a marvel of Web brilliance ... For
Wall Street, it may be the IPO that changes everything (again) ..." [1]
Throughout its recital, Google’s leading philosophy was and still "to organize the
world's information and make it universally accessible and useful." [2] Inside the
company they are both passionate about delivering the best search results and
obsessive about how that is done. How afforded data can promote services
enough to save users time of search and download. Google's amazing ability to
innovate can be traced back to proactive culture that creates and promotes the
proper environment for innovative thinking. “But Google is also a case study in
savvy management -- a company filled with cutting-edge ideas, rigorous
accountability, and relentless attention to detail ... Here's a search for the growth
secrets of one of the world's most exciting young companies.” [3]
On the one hand, through fostering those drivers of innovation, besides tying
together the collective intelligence of their network and figuring out how to
harness the distributed intelligence of the huge net, Google managed and
controlled the revolutionary innovation model. On the other hand, by adopting
producer-driven innovation that adequately enables fitting user-driven innovation,
Google gained and controlled Evolutionary innovation model. Google have
successfully attained major changes and competitive services edge because they
are matching revolutionary goals with evolutionary processes and actions.
• Evidence of business-concept innovation
Peter Drucker once stated that … "Every few hundred years throughout western
history, a sharp transformation has occurred centered around a technological
advance which causes the world to rearrange itself into one which is hardly
recognizable compared to the former." [6] Accordingly, one may wonder how
Google was and still able to manage its growth with the technological changes
adopted by its workplace, those happening in a dynamic global market driven by
ever-changing consumer trends, and overcrowded with initiative competitors;
“The cardinal rule at Google is, if you can do something that will improve the
user's experience, do it.” Keith H. Hammonds [9]
Innovation as a holistic process of interrelated sub processes and actions, stand
to be more than generating new ideas, inventing new product, or winning of a
new market share. In fact, innovation is all that mentioned integrated in a unique
system of performance. With this framework, Google’s innovation is not a product
(as a search engine); it is a new way of presenting search results in the order of
relevance. It is a new method of replying to customer needs, trends and queries.
According to an article in business studies posted at the Oxford University
Information Services site, [10]
Google innovation is also a process, not something that suddenly appears on the
earth. The article lists many search engines who failed to attain progress or
success at all. Search engines like ‘World Wide Wander’ and ‘Archie’ in the 1990’s
were pioneer –but failed- search engines. Furthermore, ‘Web Crawler’ -in 1994-
was an improved search engine that allowed better searches and relevant results.
Later, ‘Lycos and Info Seek’ improved search engines, … searching speed was still
slow. In 1995 ‘Alta Vista’ innovated a new architecture. Indeed, the real fit was
until 1998, when the current search super power and the most powerful to date
Google was launched, grew and still flourishing.
At Google they believe that not only creativity is the key to success, but
also the rigor and discipline behind their approach. The company has eight
brainstorming sessions each year with 100 engineers. Six concepts are
pitched and discussed for ten minutes each. The stated goal is to build on
the initial idea with at least one complementary idea per minute.
Most of the standards we benefit from today in our living, relates to innovations
have accorded in the past decades, and so will be most of future life standards
standing as outcomes of our adventures and innovative experiments. Recently,
‘The Center for Creative Leadership’ has conducted a worldwide survey on
the future of leadership. Based on their findings, they recommend five new
skills for the leaders of the future, All of them are critical in building a
culture of innovation:[14]
"We always appreciate user feedback and are working to improve Google
Sitemaps.”[16] Google's approach of posting comprehensively researched
services, in addition to constantly seeking its users' feedback in a
courteous and conscious manner, keeps its products successful and in
advancing position while exploiting the unexpected opportunities. For
example, Google is planning the release of its own mobile phone. [17],
Following Google's innovation and its foray into video, Google is building
its TV advertising brand. [18]
"Very often I am told that an organization has 'more ideas than it can ever use'. I
am always a little suspicious about that reply because it suggests that the ideas
are not very good. You can never have too many ideas." [20] This quote from
management guru Edward De Bono touches a vital nerve, because a strong flow
of good ideas is a sign of a flourishing, growing organization. Google’s successful
approach of home generating ideas and integrating acquisitioned enterprises and
services under its harmonized umbrella is amazing.
Google tracks the outcome of a huge sample of the queries that we throw at it.
Just like that one can assume Google’s performance; we can read from search
techniques they apply how Google manifests its performance approach; at Google
they exploit our opportunities in absurdity, confront or unexpected alike, they
empower the team, and the sky is the limit for their ambition. An obstacle is
looked at as an opportunity for advance.
Google's web search service forms its major factor of success. As of December,
2006, Google is the most used search engine on the web with a 50.8% market
share. Furthermore, most of Google's revenue is derived from its distinguished
online advertising programs.[22] Google ‘AdWords’ allows Web advertisers to
display advertisements in Google's search results and the Google Content
Network, through either a cost-per-click or cost-per-view scheme. ‘Google
AdSense’ website owners can also display adverts on their own site, and earn
money every time ads are clicked.
In an Newsweek article written by Google CEO, Eric Schmidt leveraged the ideas
and defined a set of principles for process development:
“At google, we think business guru Peter Drucker well understood how to
manage the new breed of "knowledge workers." After all, Drucker invented
the term in 1959. He says knowledge workers believe they are paid to be
effective, not to work 9 to 5, and that smart businesses will "strip away
everything that gets in their knowledge workers' way." Those that succeed
will attract the best performers, securing "the single biggest factor for
competitive advantage in the next 25 years." At Google, we seek that
advantage.” [23]
Talking from user perspective, Google teams spend more time on what adds real
customer value. They increase feedback when having application problems, they
always empower the team. In addition, to assure users’ satisfaction, they deliver
as fast as possible, they update, develop and integrate towards ideality.
“My final thought is that it's important to stay true to your mission. We need to
stay true to search but also find other things that relate to it.” Comments Marissa
Mayer, director of consumer Web products at Google. [24]
While the company's primary market is in the web content arena, Google has
begun to experiment with other markets, such as radio and print publications. On
January 2006, Google announced that it had purchased the radio advertising
company ‘dMarc’, which provides an automated system that allows companies to
advertise on the radio. [25] This will allow Google to combine two niche
advertising media -the Internet and radio - with Google's ability to focus on the
tastes of consumers. Google has also begun an experiment in selling
advertisements from its advertisers in offline newspapers and magazines, with
select advertisements in the ‘Chicago Sun-Times’. [26] They have been filling
unsold space in the newspaper that would have normally been used for in-house
advertisements.
Demographics
Google liberal model adapted with its branding technique enables it to rewrites its
moniker in such away that meets demographic targeting activities. Google in
Braille for Louis Braille's birthday, or the most recent one –during writing this
paper- in the Memorial of Yuri Gagarin, the Russian famous space hero. From
another point of view, Google has just added demographic targeting to AdWords
campaigns. According to the AdWords help site, "you can pick your preferences in
up to three different demographic categories. The system will analyze your
preferences and create a list of available Google Network sites that are popular
with that audience." [29] Also according to Google, the demographic website data
used by users from the United States…. If a campaign doesn't geo-target the
United States, users will not see the demographic option on the site tool.
World cultures and comunities are getting more closer and relative, vice versa,
world networks and trends are varieng and getting more complex. Between here
and there, Google -since launching- has successfully managed to creat its
opportunities of growth and performance through both contribuiting and
capitalising on hurnissing those trends and networks. Consequently, there has
been a major updates for Google’s ranking algorithm, changing the way the
search engine orders search results, and so changing traditional perceptions with
the encorporated meanings, emplications and results of the processes.
At google they are paying attention to see the whole, they are always beware of
the temptation to optimize parts at the expense of the whole, able to build
integrity in workplace and services. Finally, innovators at Google mostly decide as
late as possible, keeping options open as long as practical. None of that might be
achieved unless Google’s acumen and attentiveness to navigate distinguished
knowledge.
• Conclusion:
Having found its way increasingly into everyday language, the verb, "google," was
added to the ‘Merriam Webster Collegiate Dictionary’ and the ‘Oxford English
Dictionary’ in 2006, meaning, "to use the Google search engine to obtain
information on the Internet." [33] [34] Google has won over most consumer
internet users with its powerful search engine, concentrating its content
strategies and prospects of success on corporate search market, news
aggregation spaces, search, and technology. Recently, the enterprise extended its
focus towards various business sectors and ventures, leading the brand to glory
and prosper.
Google have too early begun by analysis of the potential opportunity to see if
people will be interested in using its innovation and appreciate it. In order to add
efficiency on its innovative services, they were simple in their usage and enable
customization for personal needs, besides each service clearly focusing on a
specific need, so as to ultimately cover an integrated solution package.
By tying together the collective intelligence of their network, and figuring out how
to harness the distributed intelligence of the huge net as mentioned in this paper,
Google maintained the revolutionary innovation model. Accordingly, by adopting
producer-driven innovation that adequately enables fitting user-driven innovation,
an so, Google gained and nurtured Evolutionary innovation model.
Google have successfully attained major changes and competitive services edge
because they are matching revolutionary goals with evolutionary processes and
actions. [35]
• About the writer;
Hussein Al Ahmad is a Palestinian consultant, who maintain an extensive
background in business planning and strategic consulting with venture-funded
and private owner managed companies, as well as semi-governmental and non
governmental organizations both nationally and overseas like Gulf companies,
USAID projects, World Bank projects, EU development programs, as well as good
governance related programs at prominent organizations like the Palestinian
Capital Market Authority (PCMA). since 2003 he is performing under the name
XPERT consultancy (www.xpert.ps) a professional Performance management &
Business Intelligence consultancy. Exceptionally he possesses distinguished
competencies in training, corporate governance and institutional development.
• End notes
http://en.wikipedia.org/wiki/Google#_note-1#_note-1 .1
Hammonds, K., ‘How Google Grows...and Grows’; Fast Company Magazine, Issue .2
69, March 2003, Page 74. Accessed March 19, 2007 at:
http://www.fastcompany.com/magazine/69/google.html
ibid .3
ibid .4
http://www.fastcompany.com/magazine/69/google.html .5
ibid .7
http://sitemaps.blogspot.com/2006/02/unexpected-common-words.html .8
http://en.wikipedia.org/wiki/Google#_note-graham#_note-graham .9
ibid .10
http://en.wikipedia.org/wiki/Google#_note-26#_note-26 .11
http://en.wikipedia.org/wiki/Google#_note-28#_note-28 .12
/http://www.marketing.fm/2007/02/20/coming-soon-google-television .13
http://en.wikipedia.org/wiki/List_of_acquisitions_by_Google .14
http://en.wikipedia.org/wiki/Google#_note-claburn#_note-claburn .15
http://en.wikipedia.org/wiki/Google#_note-10#_note-10 .16
http://en.wikipedia.org/wiki/Google#_note-11#_note-11 .17
http://en.wikipedia.org/wiki/Google#Growth .18
http://www.analygis.com/Products/google_api.htm .19
Fred Oliveira; ‘Mash-up: Demographics + Google Maps’, Accessed March 24, 2007 .20
at: http://www.techcrunch.com/2005/09/19/mash-up-demographics-google-
/maps
http://en.wikipedia.org/wiki/Google#_note-18#_note-18 .23
http://en.wikipedia.org/wiki/List_of_Google_products .24
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