"Reprint" Several key principles of Google's management

Grasping knowledge workers will be the key to the success of enterprises in the next One-fourth century. Here's how Google is doing it.
　　
At Google, we think the guru of business management Peter Drucker the most profound understanding of how to manage "knowledge workers". After all, the word was invented by Drucker in 1959. Drucker said that knowledge-based employees believed they were paying for efficiency, rather than finishing the five-ninth-night job, and that smart companies "ruled out any barriers that affect ' knowledge workers ' work." These successful experiences will attract the best employees and guarantee "the only and biggest factor in the competitive advantage of the next 25 years." ”
　　
At Google, we seek this advantage. The current debate about whether large enterprises are dealing with knowledge workers is one of the issues that we take seriously, because businesses that can't handle the problem correctly will be out. We get a lot of good ideas from other places and in-house discussions. The following seven are key principles that we use to maximize the efficiency of knowledgeable employees. As with most technology companies, many of our employees are engineer-level, so we will focus on this particular group, but many of these principles are applicable to all knowledge-based employees.
　　
Organizing committee, strict recruitment
　　in essence, every Google interviewer interviewed at least six interviewers , the latter of which are composed of corporate management or potential colleagues. Everyone's opinion counts, making the hiring process fairer and more standard. Of course, it takes a little longer, but we think it's worth it. If you want to recruit good employees, then after a rigorous recruitment process , you will get more excellent staff. At the start of our company we started to build this positive feedback loop, and it has been a huge reward for now.
　　
　　meet all the needs of employees
As Drucker says, the management goal is to "rule out any obstacles that affect their work." "We offer them a set of extra benefits for the standard, but first of all, top-notch dining facilities, gyms, laundry, massage rooms, barber shops, car wash rooms, dry cleaning rooms, shuttle buses, and so on, almost anything a hard-working engineer needs." We can analyze this: The program is willing to develop the program, they do not like washing clothes. So let's just make these two things easier at the same time.

Almost every project in Google is a group project, and each team has to communicate and collaborate. The best way to make communication easier is to keep each team member close at hand. So virtually all of Google's employees share an office . That way, when a therapist needs to negotiate with a colleague, they can find each other right away: No phone tag, no email delay, no waiting for a reply. Of course, Google also has a lot of meeting rooms for people to discuss in detail, so that they do not disturb their office assistants. Even the CEO of the company gets an office a few months after coming to Google. Being in the vicinity of a knowledgeable employee is an effective training experience.
　　
Make cooperation simple and coordinated
Since all members of a group are close at hand, it is relatively easy to coordinate project development. In addition to keeping the body close, each Google employee sends E-mails to its team every week in return for the results of last week's work . This allows everyone to easily track the progress of other members, make it easier to monitor the work process, and synchronize the workflow.
　　
Personally, use your own products
Google employees use a variety of tools developed by the company very frequently. The most common is the network of internal Web pages built for all projects and tasks. These pages are indexed and open to project participants on an on-demand policy. We have extended users of other information management tools, some of which will eventually be rolled out in the form of products. One reason for Gmail's success, for example, was that it had been testing in-house for several months. e-mail is primarily used to organize information, so Gmail is constantly improving until it meets the needs of the most demanding consumers – our knowledge workers.
　　
Encourage innovation
Google engineers can put 20% of their working hours on the development of optional projects . Of course there must be an approval process and some failures , but basically we want all creative people to be creative. We have an open secret weapon, which is the creative mailing list: A company-wide shared advice box. Anyone can send their ideas here , from the parking program to the next generation of apps and more. Everyone here can comment on ideas, evaluate them, and make the best ideas come to the surface.

Unified opinion as much as possible
In modern business mythology, there is a heroic and unique decision-makers. We firmly believe in the concept of "wisdom of the Masses" and hope to gather a broad perspective before deciding on any resolution as a basis for analysis. At Google, the manager's role is a collector of ideas, not a dictator of decision-making . Unifying the majority's opinion sometimes takes a long time, but it can often form a more loyal workgroup and more informed decisions.
　　
No evil.
Many people have described Google's slogan, but we do try to guide it, especially in management. Just as members of any organization are passionate about their views. But at Google, there will be no objection to this principle, as some other well-known technology companies manage their habits. We strive to create a workplace that is tolerant and respectful, rather than a company filled with a mouthful of people who can only say it.
　　
Data decision Making
At Google, almost all decisions are based on a lot of analysis. We have created a variety of management information systems, not only the large Internet, but also the intranet. We have a lot of analysts who specialize in data, analyze various implementation criteria, and then summarize trends so that we can keep up with the times as much as possible. We have built up a large number of online "dashboards" for each research project to get the latest status quo.
　　
Effectively communicate with
Every Friday, all employees of the company gather together to obtain company announcements, business presentations, and solve various problems (and some food and drinks). In this way, management is able to get in touch and understand the knowledge workers ' thoughts, and the staff can understand the management's ideas. Google has greatly expanded the distribution of information within the organization and has focused on making up for a handful of serious omissions. Unlike some outside ideas, we believe that a trustworthy workforce is the first truth of all results.
　　
Potential obstacles on the road to Development
Of course, our company not only complies with the above rules, many of which are very common in Silicon Valley. At the same time, we realize that with the development of the company, we must constantly improve our management technology. We (and other similar companies) face many problems.

      The first is the question of "technical arrogance" . The competition between engineers is natural, and it is hard for them to tolerate people who are less motivated or knowledgeable. But almost all projects are group projects, so smart but stubborn people in the team are deadly to the job. If we see "the smartest people I've ever seen" and the words "I don't want to work with them" in a letter of recommendation, we will never pass their offer. One reason for the popularity of peer interviews is to ensure that members of the group are warmly welcome to join the new members. Many of our best employees are role models in team creation, so we want to keep this in the way. &NBSP

is related to the NIH syndrome (Not-invented-heresyndrome, "unrelated to me syndrome"). A good engineer is usually convinced that he can develop a system that is more complete than the existing system, and that it is "created without buying" as a belief. Of course, they may be right, but we have to pay attention to these projects at great cost. Sometimes it also means exceeding the boundaries of the company's products and services.  

There is also a problem that we will face in the coming years, that is, the company, industry and the internal labor force would eventually mature. Not only we, but with other companies in the industry are now in a high-speed development phase, but this phase will not be permanent. Many of our employees are college graduates who have just stepped out of campus, and others have family and extensive work experience. They have different interests and needs, so we have to provide benefits and work environments that appeal to employees of all ages .  

The last question is to make sure that the communications program is able to keep up with the company's extensions as Google grows. The Friday meeting was a great fit for the Working Group on Mountain View, but now Google has become a global organization.  

We have always focused on innovation and reform, but this is not the only Google. We also have to manage our daily operations, which is not a simple task. We will build a larger, more complex and more demanding technical infrastructure than we have ever had in history. These systems must continue to evolve to meet a growing set of requirements, so those who plan, execute and maintain them must also have a strong incentive. At Google, everyday operations are not simply a matter of hindsight: they are critical to the success of the company, and we hope to achieve the same results and inventions as the current rule in new product development.

"Reprint" a few key principles of Google's corporate governance