Laszlo Bock
Auteur van De toekomst van werk inzichten van Google die je kijk op het leven veranderen
Over de Auteur
Fotografie: Laszlo Bock
Werken van Laszlo Bock
NEW-Work Rules 2 exemplaren
QUI TẮC LÀM VIỆC CỦA GOOGLE 1 exemplaar
Insite from Inside Google Work Rules! 1 exemplaar
Gerelateerde werken
Storytelling with Data: A Data Visualization Guide for Business Professionals (2015) — Voorwoord, sommige edities — 503 exemplaren
The Person You Mean to Be: How Good People Fight Bias (2018) — Voorwoord, sommige edities — 125 exemplaren
Most Likely to Succeed (film) — as himself — 1 exemplaar
Tagged
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- 1972
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- Senior Vice President of People Operations
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I've worked at Google for a decade, as a manager for nearly half of that. This book really does describe the way that Google structures the workplace to create an innovative environment. If I hadn't been a bit bored, if I had been surprised, it probably would have been because the book didn't ring true. Instead, this book explores examples of what has worked and what hasn't worked at Google to create a strong culture.
The first two chapters of the book set up some framing philosophy. If you want to create an innovative environment, think like a founder. Feel like you have responsibility for and power to change the culture and working conditions around you, even if it's just for your team. Then give people freedom to do the same for themselves. Freedom and it's closely related sibling, transparency, can be intimidating boons to grant. It will be abused from time to time, but the net gains in innovation, productivity, and happiness will offset those occasional losses.
The next three chapters talk about hiring and it's role in creating a culture of innovation. Find the best people for the job, even if it takes more time. Move away from interviewing on instinct; standardize the interview process. Google does this by having candidates interview with multiple interviewers, some to all of them not on the team the candidate will be working on (it varies by role), and then having the hiring decision made by a committee that is separate from the interviewers.
Once good people are hired, allow them to be innovative. It's not uncommon for hiring to look for the best people and then constrain them until they are no more than average. A key action is to take power away from managers and spread it out. Managers are important. Laszlo discusses Project Oxygen which determined the attributes that make a manager great and helped Google understand why good managers are important[1][2]. But to foster a culture of ownership and innovation, it's important to take away potentially destructive sources of power that managers have such as sole discretion over hiring, firing, salary, and promotion. The book also goes into detailed discussion about Google's philosophy in some of these areas.
Google is known for its benefits, and Laszlo spends a fair amount of time talking about some of our benefits and why they matter. Google targets its benefits so that they increase employee efficiency, community (both internal and external), and innovation; some benefits, such as the survivor benefit for an employees death, we have because they're just the right thing to do. If a benefit doesn't have a positive impact in one of these areas, it's not useful. Another interesting thing is that most of these benefits are not expensive. Food and transportation certainly are, but many other benefits are cheap or free.
The most interesting thing to me is that many of these benefits stem from a single core benefit: giving employees the freedom and time to act on their ideas. Whether it's arranging talks from internal or external speakers on a diverse array of topics, diversity groups setting up both bridging and boding activities, or culture clubs setting up fun events like regular live music performance by Googlers, a lot of what makes Google googley comes from people whose job description doesn't say anything about culture.
Even if I was a little bored at times, I'm glad I read this book. Although things are always changing -- some of the details in this book are already out of date -- the core ideas are worth understanding for anyone who wants to foster a culture of innovation.
(As an aside, this book is probably still worth reading even if you are a Googler. It brings together a lot of the philosophy and history behind why Google does People Ops the way it does. For those who didn't live through the development of these systems, it's good to learn the bigger picture. For those that did, it's good to remember.)
[1] https://rework.withgoogle.com/guides/managers-identify-what-makes-a-great-manage...
[2] It's a pity the gteams research wasn't ready to be part of that book. The research about what makes great teams is even more important than Oxygen, in my opinion: https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/… (meer)