A misspelled word transitioned from being a noun to a verb, now officially a part of the English dictionary is the journey of Google Inc. Its search engine technology business has made it easy in finding any kind of digital information in a fraction of second, revolutionizing the way a user surfs the web using its allied products and technologies. All this internet search and advertising successes are fuelled by a strong innovation culture that breeds in every Google initiative. One of the secrets behind these successful innovations and its resulting growth in market footprint is the right resource allocations supported by enough autonomy and innovation decisions thought over several time horizons. This increasing market presence coupled with the company’s philosophy of ‘follow the customer’ is making Google a part of any service which is directly or indirectly associated with the internet space. On this expansion path the company has not only turned old friends into enemies but also created new ones in the form of fierce competitors. Surely this strong competition has inspired the management to look at innovative ways of doing business in innovative cross markets. Positioning its new products under the service umbrella, building an innovation portfolio though checks and balances, creating multiple sources of revenue and the focus on emerging trends are some of the crucial steps taken by Google to combat with this fierce competition, all aimed at increasing their presence in front of customers but is this enough and what else needs to be done will be the focus of this report. Innovation Culture
The company’s innovation strategy was best echoed by Dave Girouard, President, Enterprise of Google, at Global Entrepolis@Singapore, in conjunction with the APEC SME Summit 2009, who said “One of the things I think is special to innovation at Google ... is that, as much as you can do a lot with Google today, it is just as appealing to the novice, as it is was on day one, and that is something that is difficult for most technology businesses to accomplish,” Fostering this innovation cycle at Google that has led to its phenomenal success today was, however, done rather unconventionally -- with employees given an unusually high level of autonomy which speaks of the fact that though Google is no start-up, it still wants to maintain an environment that feels like a start-up. This along with the bottom-up innovation culture gives its employees the freedom to act and take action, and do things on their own, in sync with ‘70/20/10 work model’. It is such management push and the firm’s belief in crowd sourcing that led to services like Gmail, Google voice and many more, with the recent one of Chrome operating system which is tipped to be the most user friendly yet very secure operating platform for netbooks. This surely is the most awaited Google launch but the motives behind this and its far reaching implications are slowly getting unraveled. This launch is surely is an extension to Android platform for mobile phones, another way to keep people looped around the Google network, thus more traffic resulting in higher advertising. Also this seems to be a part of the cat-mouse fight between Google, Microsoft and Apple but whether the company emerges strong will have to be seen. If nothing, this can turn into another point of contention in the long list of anti-privacy court battles fought by Google on account of its various services like YouTube and the face tracking mobile software. The company might have won a few of these cases like the recent Viacom case for YouTube but it all boils down to how responsible is Google in managing its innovations? Reliable Innovation Model
Reliability over here has two faces, one on account of securing user information and the other with respect to the ethical value associated with the innovation in regard to affecting your partner’s core business value. One will say that the later of affecting...
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