The analysis of Google

Is Google's unique organization a strength or liability for its innovation?

(Group 3)

Googles Organizational structure

Google Culture
Google is People Culture

Corporate culture by Cameron and Quinn, Handy

Cultural Power (Power Culture).
A source of strength that highlight core control. there are few rules or procedures and
competitive atmosphere, oriented on the power, and politically.

Cultural Role (Role Culture).

Work is controlled by the procedures and regulations. Role or job description is more
important than the people who fill these positions.

Cultural Support (Support Culture).

The goal is to bring together the right people and let them do the job. Its influence is based
more on the strength of the expert rather than personal strength or position.

Cultural People (People Culture).

The individual is the main point, the company is only there to serve individuals in the
company.

Hire people who are smart and diligent

Prefer the ability over experience
Employees share the same goals and
vision for the company
we accept all people from different
backgrounds and with a diversity of
languages
Employees perform a variety of hobbies,
ranging from cycling to beekeeping
Open culture that is often associated
with the company longer term goal
Everyone is an active contributor and feel
comfortable to share ideas and opinions.
In our weekly mandatory meetings
("TGIF")-not including those via email or
in the cafe-Google employees to ask
questions directly to Larry, Sergey, and
other executives about the company's
problems, no matter how many.
3

Google Culture : Summery

Even with rapid growth and

expansion, Google continues to
maintain a small company feel

Everyone wears multiple hats with

emphasis on innovation and
commitment to cost containment

Hiring policy favors ability over

experience

Google headquarters Googleplex

comprises of recreation facility
(workout, massage rooms, video
and other games), snack rooms

Most Googlers have high-powered

Linux OS workstations on their
desk and three or four staffers
share office space with couches
and dogs.

Google's culture is very informal.

Corporate virtually invisible
hierarchy and employees who do
not wear uniforms.

organizational culture on the

simple terms of futuristic and
selfless thought which is to be
shared and followed

in 1998. The founders emphasized

that their initial public offering
(IPO) would not change their
culture and they would not
introduce more rules or change the
way things are done in Google to
please Wall Street.

Google encourages employee risk

taking and innovation.Decisions at
Google are made in teams

Google Culture : Cons

Google, as a
company founded
by geeky engineers
and built on the
output of geeky
engineers, is
composed nearly
entirely of said
geeky engineers.

Google employee
on the whole are
not in touch with
the real world in
any meaningful
way. Stereotype of
the geek with a
superior IQ yet
awkward and
socially-inept

Because of extra
services Google
provides on their
corporate
campuses, an
employee only
needs to leave the
corporate campus
to sleep.
Everything else can
be done right
there, at the
Google campus.

As a result Google
employees are
increasingly
isolated and out of
touch with the real
world but that is
exactly why their
products fail so
often

Amazon an
outward-looking
company whose
sole purpose is to
provide what its
customers want

Google may be
much better to
work for, but
Amazon is the
company Id be
INVESTING in for
the long-term

Google Culture : Solution

Google has become a distributed corporate technology campus, focused

heavily on making their super smart geek employees happy. All those
awesome corporate perks you hear so much about, theyre there to
make sure those super geeks are happy and love working for Google so
much theyd never consider going anywhere else.

Unrelated new
projects and
businesses

10%

20%
Projects of
choice, related to
core business

70%

Working on Core
business
Assignments

Dual Class Equity ensuring higher decision

making power of top management
Engineers worked in teams of 3 to 5

Chief Culture Officer, Distinguished

Entrepreneur, Chief Internet Evangelist
Hybrid of functional and multi-divisional
structure

Focus on the user

Do one thing really really well
Fast is better than slow
Democracy on the web works
You dont need to be at your desk to need an
answer
You can make money without doing evil
There is always more information out there
The need for information crosses all borders
You can be serious without a suit
Great just isnt good enough

Independence from stakeholders no

pressure to pursue short term goals
Minimum middle management
maximum flexibility
Will not shy away from high risk, high
return projects
Many employee perks
7

Thank you!!