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Google: The Dream Company

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Elisangela Batista

on 25 November 2014

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Transcript of Google: The Dream Company

The Dream Company
Planning Methodologies
The Global Business Strategy (GBS) team provides thought leadership, and strategic and operational support to drive revenue growth for Google’s Global Business Organization (GBO). Directly supporting the Chief Business Officer, GBS works with Google executives and key senior leaders to develop a long-term vision for our business and successfully deliver projects critical to Google’s short and long-term growth. Past and ongoing projects include go-to-market and monetization strategies for specific products and customer segments, the monitoring of competitive and industry trends and their impact on Google, and the definition and execution of long-term strategic priorities.


Google's Strategy
The Business Operations team at Google plays a critical role in defining and driving strategic, operational and organizational improvements across the company. Founded in 2003, BizOps is a high-profile, high-impact team working with Google's businesses across the globe. BizOps works on a range of critical projects and issues--from growth strategies for exciting products like YouTube, Chrome and Mobile; to engineering prioritization and global sales force alignment; to partner development and strategy work in emerging markets such as Africa and India. As a member of the BizOps team, you are at the forefront in helping Google clarify fast-moving strategic priorities, tackle operational challenges and enable innovation.
Google's Strategy
Google's Mission
Customers, Constituents and Competitors
Our customers are people and businesses
Our Constituents are our shareholders and companies that we partner with.
Our Competitors are Yahoo, Apple,Microsoft, Amazon, Facebook and Baidu ect.

Introduces paradigm shifts
Vertical and unilateral industry wide disruption.
Google literally devours other businesses
Google researches and develops products
Have a clear vision and strategy for the team.
Help your employees with career development.
Be productive and results-oriented.






Google’s mission is to organize the world’s information and make it universally accessible and useful.

Focus on the user and all else will follow.
It’s best to do one thing really, really well.
Fast is better than slow.
Democracy on the web works.
You don’t need to be at your desk to need an answer.
You can make money without doing evil.
There’s always more information out there.
The need for information crosses all borders.
You can be serious without a suit.
Great just isn’t good enough.
Ten Things We know to be true
Google uses a ruthless & competitive decision making process
It creates the spirit of contention and fight among its employees to see who wins
It does not bow down to competition or censorship
It does not mind losing money as long as it wins in the end
It will literally go to war whenever if feels its in lieu of their interests
Organizational Change
Applies a stratege aking to "Survival fo the fittest"
Whomever wins has full autonomy over project
It does not matter if someone has been involved in it for years - if they lose the argument, they are out
It drives the pursuit for power
It ensures the best ideas and their advocates will move up
No one is indispensable
Power and positions can be achieved through sex and deception


Decision Making
Google manages change by always keeping up with the demand of new technology, Inventing innovative tools for its users. (ex. Google Docs, Google plus, Google Drive, ect.)
Managing Change
Google claims that hackers in China have gained access to hundreds of email addresses for U.S.and South Korean government officials as well as military personnel, Chinese political activists and journalists. Google said it had detected the event, likely perpetrated through a phishing scam, using its cloud-based security services, and that it they appeared to originate from Jinan, China, although it has not identified who might be responsible. It says that it has now disrupted the activity. China denies those claims while still not letting Google search engine expand east.
Google's Crisis

Strengths
Accessible
Most Preferred
Broad Product Line
Advertising
Creative
Eager Workforce (High Moral)
High End Performance
Diverse Workforce
Brand Loyalty
Weaknesses
Failed Social Media Attempt (Google Circles)
Competition
Patent Litigation
Unprofitable Products
Dependence on Advertising
Globe/Foreign Policies (China)
Opportunities
Growing number of Internet users
Non-search Ads
Obtaining Patents through acquisitions
Google Play
China Market
Google Wallet
Threats
Unprofitable products
Social Networking
European antitrust laws
Competition from Microsoft
Impact of Porter's Five Forces
Threat of Substitute products (Bing, Yahoo,etc.)
Google Scholar allowed users reliable information on the topic they were addressing, many schools have created their own information based sites challenging Google Scholar
since Google does not have suppliers they deal with everything.
Google's Culture
Google is not the typical corporate culture, but it is unique.
The company goes all out for the employees.
The employees make Google the kind of company it is.
Google strives to maintain and open culture often associated with start-ups.
Innovation
Google has eight pillars of Innovation.
1.)Have a mission that matters
2.)Think big but start small
3.)Strive for continual innovation, not instant perfection
4.)Look for ideas everywhere
5.)Share everything
6.)Spark with imagination, fuel with data
7.)Be a platform
8.)Never fail to fail
Brand New Products
Android L
Android Auto
Premium option for Google Apps
Android Wear
How is Google organized?

Organization
Is centralized
Company is global
The subsidiaries report back to Google's HQ either in the US or Europe

Google's finds themselves working efficiently with the Vertical Functional Structure.
Has a board of directors that pass instructions to the executive managers who over many departments and each department is divided into many groups.
Larry Page
CEO & Co-Founder
As Google’s chief executive officer, Larry is responsible for Google’s day-to-day-operations, as well as leading the company’s product development and technology strategy.
Eric E. Schmidt Executive Chairman
As executive chairman, he is responsible for the external matters of Google: building partnerships and broader business relationships, government outreach and technology thought leadership, as well as advising the CEO and senior leadership on business and policy issues.
Sergey Brin
Co-Founder
He directs special projects. From 2001 to 2011, Sergey served as president of technology, where he shared responsibility for the company’s day-to-day operations with Larry Page and Eric Schmidt.
David C. Drummond Senior VP, Corporate Development and Chief Legal Officer
He leads Google's global teams for legal, public policy, communications, corporate development/mergers and acquisitions, and product quality operations. He also serves as chairman of Google's investment arms, Google Ventures and Google Capital.
Patrick Pichette Senior VPand CFO
Patrick Pichette is Google’s chief financial officer. He has nearly 20 years of experience in financial operations and management in the telecommunications sector, including seven years at Bell Canada, which he joined in 2001 as executive vice president of planning and performance management.
Agenda:
List Price
Discounts
Bundling
GOOGLE
Motivational Enviroment

Reimbursements up to $5000 to employees for legal expenses.
Maternity benifits of a maximum of 18 weeks of 100 percent pay.
Financial support for adopting a child.
On-site oil changes, car wash, bike repair, dry cleaning, etc.
Leadership Style
Google's corporate structure is not particularly unusual other than the existence of a few unique leadership positions such as Chief Culture Officer and Chief Internet Evangelist.
Company is overseen by a bored of directors that send instructions down through an executive management group.
Higher management enforces Google employees to employ the 70/20/10 rule.
The choice of a new product or strategy is not dictated by the founders nor is it based on the grandeur of its sponsor’s title.
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