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Inflatable
Consideration will be the engine of innovation
Google seems to realize the Information Technology experts Inflatable Arches aspire, but few realize the vision: applied science and technology not only support the company's business applications to create more opportunities for the strategic planning of information technology structure, it should bear in mind "the creation of strategic opportunities" goals. We believe that Google is likely to be the era of network management practices model.
Learned how to Google?
Google investment in infrastructure scale, very few organizations can hold a candle, but it can follow the practice of Google.
Scriptures 1: control over their own ecosystem
Google like arches above the intermediate That consolidate the overall structure of stone arch heart (keystone), all the bricks to maintain their position. Google Inflatable Arches has its own ecosystem which is the operating system, can control the evolution of the system, and efficient access to most of the value created by the system. The system must go through every transaction Google's platform and, therefore, to understand what Google from transactions with complete information, which can also obtain information; all possible revenue-generating sources, Google, as the pivot.
Learn 2: The structure of control forces
Google and developed a third-party application, customers do not know whether or not think that this is very practical applications, third-party developers who might want a beginning and Google negotiated contracts and the distribution of income. The advantage is that customers can access rich faster innovation; Google the benefits, access to additional sources of the flow to attract more traffic to visit its platform developers the benefits of it is, if they can launch the application create sufficient value, they will be able to start negotiations with Google to discuss the income distribution agreement. But can have control of the structure, depending on whether Google has the ability to track the performance of the new service, will be able to choose whether or not to supply a service, as well as service functions that the most value from Google.
Google cultural DNA (1): the innovative work as a quarter
Google can be successful innovations obvious reasons, is the innovation into their work schedule. Google's employees in accordance with the provisions of the company's innovative distribution system time to work, and Google's new ideas are often from the start to the grass-roots workers, and promote further progress. Technical staff in accordance with regulations, in 80 per cent of the time spent in the search and advertising these two core business, and 20% of the time was spent on the technical project of their choice.
Google cultural DNA (2): Elimination of each turn of the friction
Employees must be in accordance with their own ideas, to Inflatable Arches make the prototype version of the pilot operation, and a control experiment (controlledexperiment), or to test the actual users through audits, in order to become duly authorized by the ad hoc. Google's innovative approach is the high degree of improvisation, any company engineers have the opportunity to develop a new product or new features. Since each person can have such influence, Google not only attract high-quality staff to Douxiao also create a large number of new ideas and new products.
Google cultural DNA (3): let the market choose products
How with the new products together, Google does not have a grand plan. On the contrary, Google's Takaya charge that users will determine the success or failure of innovation, some products will be sold, and they should complement each other, and some products will gradually decline, with these developments, the company's strategy will gradually emerge. Google's product strategy, which is "to learn from the masses" (crowdsourced). The focus of this process is not to find the perfect product, but may be useful in the creation of many products, and then to the market to decide what is best. Google's design principles, including "first seek omnipresent, and return revenues," and "the first for practicality, talking about availability."
Google cultural DNA (4): afraid of failure and enjoy the chaos
Following the search and advertising, Google is looking for the third-best-selling commercial products. Its approach is the introduction of various products, some of them can look forward to a sensation. As a diversification strategy, it is bound to have a lot of product failure. But Goole afraid of failure of the competent, and even to encourage failure. Schmidt to the "Economist" (Economist): "Please, on the failure to failure faster, in order to try again."
On Google's innovation, and confusion (chaos) will be the word cropped up his mind. Discovered Nabulang when operating on Google, senior vice president of the cause, and one person wrote a book, vice entitled "Strategy is organized chaos" (Strategyas Structured Chaos). Brown's subordinates, in charge of personnel units László. Berkshire to the "Economist", said: "We like to be full of chaos. Collision between the people and do not know where, in which a creative." This means that, from Google on the land out of a revolutionary new product, and not a appear immediately be taken seriously.
Create the foundation for the growth of culture
From a technical point of view and information, most companies are not difficult to use Google kind of innovation and democratization of the decision-making method. Google to truly come to the fore, in fact, is the corporate culture.
Google's culture is unique, other Internet companies only part of the culture at Google and similar. It is primarily technology-oriented culture, everyone must rely on their own creative talent and technical quality can be and make. Google relied on projections from the market, we can see that it attached great importance to staff talent and ideas. Similarly, the innovations into the work schedule, the staff indicated that it attaches great importance to creativity. Google also tried to surface in the intellectual stimulation provided many enlightening, it is to the best and the brightest technical experts an excellent opportunity to learn. A staff GoogleJobs website said that he loved most benefits, the company organises regular On Technology (TechTalks) Lecture Series, invited all over the world to study outstanding speech.
In the Internet Age innovation, we must have some dynamic capabilities, including predict the changes in the market, the rapid supply of new products and new features. Google has invested a lot of money and energy in the rapidly changing business environment, the ability to successfully cultivate innovation, and in the organizational culture and the process of innovation in terms of the first to use other methods, continue to attract high-quality staff. Google also for productivity and growth, establishing new standards of the 21st century. If companies employ knowledge workers, and the need for innovation, you can also slowly observe whether Google's practice of long-term success? I am afraid you should quickly follow follow-up.
(This article is based on the "Harvard Business Review" Traditional Chinese version of the world in April 2008, the United States is the author of Al Massachusetts Institute of Technology Beibaisen operations, an associate professor of information management; Davenport is the president of excellence Beibaisen College Information Technology and Management Professor)
china inflatableLearned how to Google?
Google investment in infrastructure scale, very few organizations can hold a candle, but it can follow the practice of Google.
Scriptures 1: control over their own ecosystem
Google like arches above the intermediate That consolidate the overall structure of stone arch heart (keystone), all the bricks to maintain their position. Google Inflatable Arches has its own ecosystem which is the operating system, can control the evolution of the system, and efficient access to most of the value created by the system. The system must go through every transaction Google's platform and, therefore, to understand what Google from transactions with complete information, which can also obtain information; all possible revenue-generating sources, Google, as the pivot.
Learn 2: The structure of control forces
Google and developed a third-party application, customers do not know whether or not think that this is very practical applications, third-party developers who might want a beginning and Google negotiated contracts and the distribution of income. The advantage is that customers can access rich faster innovation; Google the benefits, access to additional sources of the flow to attract more traffic to visit its platform developers the benefits of it is, if they can launch the application create sufficient value, they will be able to start negotiations with Google to discuss the income distribution agreement. But can have control of the structure, depending on whether Google has the ability to track the performance of the new service, will be able to choose whether or not to supply a service, as well as service functions that the most value from Google.
Google cultural DNA (1): the innovative work as a quarter
Google can be successful innovations obvious reasons, is the innovation into their work schedule. Google's employees in accordance with the provisions of the company's innovative distribution system time to work, and Google's new ideas are often from the start to the grass-roots workers, and promote further progress. Technical staff in accordance with regulations, in 80 per cent of the time spent in the search and advertising these two core business, and 20% of the time was spent on the technical project of their choice.
Google cultural DNA (2): Elimination of each turn of the friction
Employees must be in accordance with their own ideas, to Inflatable Arches make the prototype version of the pilot operation, and a control experiment (controlledexperiment), or to test the actual users through audits, in order to become duly authorized by the ad hoc. Google's innovative approach is the high degree of improvisation, any company engineers have the opportunity to develop a new product or new features. Since each person can have such influence, Google not only attract high-quality staff to Douxiao also create a large number of new ideas and new products.
Google cultural DNA (3): let the market choose products
How with the new products together, Google does not have a grand plan. On the contrary, Google's Takaya charge that users will determine the success or failure of innovation, some products will be sold, and they should complement each other, and some products will gradually decline, with these developments, the company's strategy will gradually emerge. Google's product strategy, which is "to learn from the masses" (crowdsourced). The focus of this process is not to find the perfect product, but may be useful in the creation of many products, and then to the market to decide what is best. Google's design principles, including "first seek omnipresent, and return revenues," and "the first for practicality, talking about availability."
Google cultural DNA (4): afraid of failure and enjoy the chaos
Following the search and advertising, Google is looking for the third-best-selling commercial products. Its approach is the introduction of various products, some of them can look forward to a sensation. As a diversification strategy, it is bound to have a lot of product failure. But Goole afraid of failure of the competent, and even to encourage failure. Schmidt to the "Economist" (Economist): "Please, on the failure to failure faster, in order to try again."
On Google's innovation, and confusion (chaos) will be the word cropped up his mind. Discovered Nabulang when operating on Google, senior vice president of the cause, and one person wrote a book, vice entitled "Strategy is organized chaos" (Strategyas Structured Chaos). Brown's subordinates, in charge of personnel units László. Berkshire to the "Economist", said: "We like to be full of chaos. Collision between the people and do not know where, in which a creative." This means that, from Google on the land out of a revolutionary new product, and not a appear immediately be taken seriously.
Create the foundation for the growth of culture
From a technical point of view and information, most companies are not difficult to use Google kind of innovation and democratization of the decision-making method. Google to truly come to the fore, in fact, is the corporate culture.
Google's culture is unique, other Internet companies only part of the culture at Google and similar. It is primarily technology-oriented culture, everyone must rely on their own creative talent and technical quality can be and make. Google relied on projections from the market, we can see that it attached great importance to staff talent and ideas. Similarly, the innovations into the work schedule, the staff indicated that it attaches great importance to creativity. Google also tried to surface in the intellectual stimulation provided many enlightening, it is to the best and the brightest technical experts an excellent opportunity to learn. A staff GoogleJobs website said that he loved most benefits, the company organises regular On Technology (TechTalks) Lecture Series, invited all over the world to study outstanding speech.
In the Internet Age innovation, we must have some dynamic capabilities, including predict the changes in the market, the rapid supply of new products and new features. Google has invested a lot of money and energy in the rapidly changing business environment, the ability to successfully cultivate innovation, and in the organizational culture and the process of innovation in terms of the first to use other methods, continue to attract high-quality staff. Google also for productivity and growth, establishing new standards of the 21st century. If companies employ knowledge workers, and the need for innovation, you can also slowly observe whether Google's practice of long-term success? I am afraid you should quickly follow follow-up.
(This article is based on the "Harvard Business Review" Traditional Chinese version of the world in April 2008, the United States is the author of Al Massachusetts Institute of Technology Beibaisen operations, an associate professor of information management; Davenport is the president of excellence Beibaisen College Information Technology and Management Professor)
Tel: 0086-20-32721827 / 32721837 Fax: 0086-20-32721857
E-mail: export@top-inflatables.com / info@top-inflatables.com
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E-mail: export@top-inflatables.com / info@top-inflatables.com
Copyright ©2006-2008 TOP INFLATABLES INC All rights reserved