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.
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