XXXXXXXXXX E du ca tio na l m at er ia l s up pl ie d by T he C as e C en tre C op yr ig ht e nc od ed A 76 H M -J U J9 K -P JM N 9I O rd er re fe re nc e F3 86 13 1 IBS Center for Management Research...

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414-033-1 E du ca tio na l m at er ia l s up pl ie d by T he C as e C en tre C op yr ig ht e nc od ed A 76 H M -J U J9 K -P JM N 9I O rd er re fe re nc e F3 86 13 1 IBS Center for Management Research Corporate Entrepreneurship and Innovation at Google, Inc. This case was written by Adapa Srinivasa Rao, under the direction of Debapratim Purkayastha, IBS Hyderabad. It was compiled from published sources, and is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. This case is the Winner of the ‘4th AESE Case Writing Competition’, organized by AESE Business School, Portugal.  2014, IBS Center for Management Research IBS Center for Management Research (ICMR) IFHE Campus, Donthanapally, Sankarapally Road, Hyderabad-501 203, Andhra Pradesh, INDIA. Ph: +91 9640901313 E-mail: [email protected] 414-033-1 Distributed by The Case Centre North America Rest of the world www.thecasecentre.org t +1 781 239 5884 t +44 (0)1234 750903 All rights reserved f +1 781 239 5885 f +44 (0)1234 751125 e [email protected] e [email protected] case centre U sa ge p er m itt ed o nl y w ith in th es e pa ra m et er s ot he rw is e co nt ac t i nf o@ th ec as ec en tre .o rg Ta ug ht b y H ar di k V ac hh ar aj an i, fro m 6 -J ul -2 02 0 to 1 3- N ov -2 02 0. O rd er re f F 38 61 31 . P ur ch as ed fo r u se o n th e B ac he lo r o f E nt re pr en eu rs hi p an d In no va tio n, a t C ro w n In st itu te o f H ig he r E du ca tio n. mailto:[email protected] E du ca tio na l m at er ia l s up pl ie d by T he C as e C en tre C op yr ig ht e nc od ed A 76 H M -J U J9 K -P JM N 9I O rd er re fe re nc e F3 86 13 1 2 Corporate Entrepreneurship and Innovation at Google, Inc. “One of the primary goals I have is to get Google to be a big company that has the nimbleness and soul and passion and speed of a start-up.”1 – Larry Page, CEO of Google, in 2011 “Google proved that you could systematize innovation. This meant you could create an environment where are asking why things are the way they are, and wondering if they can be done in a different way – where you look outside your own field for an idea.”2 – Eric Schmidt, Executive Chairman of Google, in 2011 By August 2013, Google, Inc., known more for its dominance in the area of internet search till then, began to overtake its major rivals in innovation. The firm started working on a lot of other projects and increased its spending on research and development, thus gaining an edge over its competitors (See Exhibit I for revenue, profits and R&D expenses). Some analysts predicted that Google had started outpacing Apple, Inc.a (Apple) in design, an area traditionally dominated by Apple. Google achieved this feat by making innovation an everyday process rather than as a necessity during times of crisis. It followed a unique ‘launch and iterate’ process to innovation where the new products developed were initially made available to the public as beta versions. Google improved these new products after getting feedback from the early users. It also practiced the system of using lead users to find new and innovative applications for its products. In addition to this, its CEO and co-founder, Larry Page (Page), continuously pushed the employees to go in for ‘moon shots’, i.e., create products and services that were 10 times better than the competition. According to Page, “How exciting is it to come to work if the best you can do is trounce some other company that does roughly the same thing? That’s why most companies decay slowly over time. They tend to do approximately what they did before, with a few minor changes. It’s natural for people to want to work on things that they know aren’t going to fail. But incremental improvement is guaranteed to be obsolete over time. Especially in technology, where you know there’s going to be non-incremental change.”3 Google heavily leveraged on its employees to improve the innovative spirit in the company. It made it easy for employees to express their ideas through various initiatives like TGIF, Googlegeist, FixIts, Google Moderator, etc. These channels facilitated open communication within the organization and gave Google the agility of a startup in innovation. An HR policy called ‘Innovation Time Off’ introduced in the year 2010, allowed Google’s employees to work on any company related work of their choice other than their regular job tasks for 20 percent of their total working time. This HR policy proved pretty successful, leading to the innovation of many products like Gmail, Google Talk, and Google News. To keep its innovation engine chugging, Google started to develop a number of new products and services like Google Glass, the Google Driveless Car project, and Project Loon. a Apple Inc., headquartered in Cupertino, California, US is one of the biggest technology companies in the world. It mainly focuses on designing and selling consumer electronics products. 414-033-1 U sa ge p er m itt ed o nl y w ith in th es e pa ra m et er s ot he rw is e co nt ac t i nf o@ th ec as ec en tre .o rg Ta ug ht b y H ar di k V ac hh ar aj an i, fro m 6 -J ul -2 02 0 to 1 3- N ov -2 02 0. O rd er re f F 38 61 31 . P ur ch as ed fo r u se o n th e B ac he lo r o f E nt re pr en eu rs hi p an d In no va tio n, a t C ro w n In st itu te o f H ig he r E du ca tio n. E du ca tio na l m at er ia l s up pl ie d by T he C as e C en tre C op yr ig ht e nc od ed A 76 H M -J U J9 K -P JM N 9I O rd er re fe re nc e F3 86 13 1 3 Google’s management tried its best to make sure that its growing size did not stifle its innovative spirit. It continued looking for new and promising ideas everywhere and ensuring the voice of every employee was heard. Many of the ambitious projects which failed in the market were quickly jettisoned so that the company could swiftly move on to developing new products. For example, the lessons learnt from its initial failures in social networking helped it to develop its successful ‘Google+’. Despite these successes, some industry experts as well as Google’s own investors were skeptical about the commercial viability of many of the new products that the company was developing. “It’s not easy coming up with moon shots. And we’re not teaching people how to identify those difficult projects. Where would I go to school to learn what kind of technological programs I should work on? You’d probably need a pretty broad technical education and some knowledge about organization and entrepreneurship. There’s no degree for that. Our system trains people in specialized ways, but not to pick the right projects to make a broad technological impact,”4 said Page. To come up with such projects that could also be commercialized was an even bigger challenge. Moreover, as Google grew to scary proportions in terms of product-market diversity as well as employee strength, the challenge before Page, co- founder Sergey Brin, Executive Chairman, Eric Schmidt, and other members of the top management team was how to keep the entrepreneurial spirit alive in the company (See Exhibit II for profiles of Google’s top management team). BACKGROUND NOTE Google’s roots lay in a research project on search engines taken up by two PhD students at Stanford University, Larry Page (Page) and Sergey Brin (Brin) in 1996. Google pioneered a new technology called ‘PageRank’, which determined the importance of the website by the number of other pages linked to it and their importance that linked back to the original site. This new technology was a shift from the earlier method followed by other search engines which ranked the results by the number of times the search terms appeared on the page. The search engine was initially called ‘BackRub’ as it determined a website’s relevance by checking its back links. The name was finally changed to Google, based on the word ‘Googol’ – the number one followed by a hundred zeroes. Google’s primary domain ‘www.google.com’ was registered in September 1997 and the company was incorporated in September 1998 in a friend’s garage in California, USA. In 1999, Google moved its headquarters to Palo Alto, California, home to several other technology companies. Google’s mission was “to organize the world’s information and make it universally accessible and useful.”5 In addition to its mission, the company wrote “10 things” in Google’s initial years and the founders
Answered Same DaySep 29, 2021

Answer To: XXXXXXXXXX E du ca tio na l m at er ia l s up pl ie d by T he C as e C en tre C op yr ig ht e nc od...

Parul answered on Sep 30 2021
126 Votes
Assignment 3
Assignment 3
[Document subtitle]
Introduction
In this dynamic environment where disruption has become second nature to the business, if any organization wants to not only survive but thrive innovation and creative thinking is imperative in its strategy. Indeed, innovation can be referre
d as an effective concept for stimulating economic growth as well as enhancing the quality of human life. In order for any organization to leverage the benefits of innovation it needs to base its core values on three important parameters - Honesty, Rigor and Faith (Allio, R. J., 2006). I strongly believe that if organization blends their culture and establishes their culture with respect to the Honesty, Rigor and Faith. Five lessons from these core values that is lacking the field of human services are mentioned below
· Lack of creativity
· Resistance to change
· Employee disengagement at work
· Lack of feedback culture
· Entangling excessively in organizational bureaucracy
Innovative thinking can be defined as the process of thinking something new and innovative. It can help in converting an innovative and creative idea into practical application. Being innovative has become a necessary skill for every individual to have if they want to stand out of the competition (Block, Fisch and Van Praag, 2017). It means implementing innovative and new ideas in order to improve products and services. Innovative thinking, simply means to be able to consider something in a new and improved way. Innovation can differ from industry to industry, i.e., an innovation in the educational industry will differ from the one in smartphone industry. Educational systems around the world are different from each other among which the Australia is reviewed as the one having of the leading systems in the world. This report reviews the Australian Education system using various tools and techniques. It also explains the practice of innovative thinking in an organizational context. Organization chosen for this report is German International School Sydney, that offers complete school education from preschool to Year 12. Respective report analyzes specific conditions for innovation and various issues that can have an impact on both collective as well as individual innovative thinking. Various strategies have been developed in order to foster a workplace culture that encourages innovation.
Strategy for creation and long-term support of an innovation culture in the Organization
Leaders are the backbone of the organization, the skills and insights they have offered will helped the organization not only survive the test of time but also thrive in the years to come. It is the leadership skills of the managers, leaders and senior management that organization reached new heights (Analoui, F., & Karami, A., 2002). One of the most important leadership competencies is enable its employees with required resources in order to achieve the required objective. Second important competencies are racial transparency and contributing to business...
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