CEO Eric Schmidt describes the simple principles driving the company's steady stream of innovations http://www.businessweek.com/magazine/content/08_19/b4083054277984.htm
Think like a CEO: Imagine if you were the CEO, what would you say?
- Do companies have to manage innovation differently in a downturn?
- Can other companies emulate Google's famous model of letting engineers spend about 20% of their time on projects outside their main job?
- Why aren't many other companies doing this, too?
- What obstacles does Google face in continuing to innovate?
- So you still need that face-to-face contact?
- Google has a reputation for doing a lot of R&D in-house, as well as buying companies to bring in other technologies. Are you shifting that toward getting outside talent to contribute in a bigger way than they have?
- So we're likely to see even more acquisitions by Google?
- Does this mean it's tough for people to adjust, and will that limit the number of companies you can comfortably buy?
- How does Google make sure it's producing innovations that change the game enough to create big new markets but also continue to appeal to its main customers, who might not want so much disruption?
- How do you make sure all these Google engineering projects actually turn into useful services?
- How much of a concern is it that Google has seen both executives and engineers depart for other companies or startups?
- Can innovation really be managed, or is it a case where you have to keep the company and its managers out of the way?
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