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Session 1. What makes Google Googley?

The case highlights how the strategy and business model of Google have been supported by various aspects of organizational behavior, such as structure, talent, culture, and leadership. In this way, it fits very well with the guiding framework of OB that we have adopted for the course.

The major aspects of the case concern the company’s unique combination of organizational elements and how this configuration has given the firm a strong and vibrant culture that is now threatened by growth. The doubling of the company’s size has put the entrepreneurial spirit and ethos of the firm in danger, and the narrative of the case, Kim Scott, joined in 2004 and has seen how the company has changed.

The vision and energy of the founders is obviously apparent in the case and the ability to recruit, develop, motivate, and retain first class talent from its early days through to its major corporate status is a strong theme. The attraction to the firm is about the mission and ambition of the corporate values and purpose, as well as the personal freedom within the company, highlighted by the practice of allowing employees one day per week to pursue their own projects. Google, according to the founders, `is not a conventional company; we do not intend to become one’.

Google’s key levers for managing culture are:

Recruitment
• Highly intelligent, not necessarily experienced college graduates from major schools and `smart friends’
• Experience was less important than ambition and the drive to get things done.
• Once-in-a-lifetime people
• An intense interview process – with multiple interviewers, problem solving scenarios to complete.
• Recruiting is `Google’s No 1 core competency’

Cultural norms

• Social interaction emphasized, with free meals, open plan offices, dogs allowed etc.
• But privacy was also respected with

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