Ten things we know to be true - Google

Experimentation was vital. In the absence of external evidence, we had to develop our own, working with the leaders of each part of Google to help them test their ideas.

What keeps them on course is a shared, passionate commitment to guiding principles that demand that the best be allowed to emerge and be improved, by anyone, from anywhere. Starting with principles, they regard outcomes only as landmarks showing where they are. They map the future not by trying to pre-empt or co-opt it, but by believing in it, bein

three defining aspects of our culture: mission, transparency, and voice.

Then-CEO Eric Schmidt shared a simple but extremely effective framework to resolve these tensions: 70-20-10. Google would devote 70 percent of its resources to the core business, 20 percent to emerging products, and 10 percent to research and development for future products. Once he presented this framework

In Project Aristotle, an internal Google study of 180 teams, standout performance correlated to affirmative responses to these five questions: 1. Structure and clarity: Are goals, roles, and execution plans on our team clear? 2. Psychological safety: Can we take risks on this team without feeling insecure or embarrassed? 3. Meaning of work: Are we

“Ten Things We’ve Found to Be True.” “Ten Things” was a list of lessons learned in Google’s first years. To be honest, not all of them were memorable, and some (like #9, “You can be serious without a suit”) were kind of confusing. But the first three were solid gold. Here they are: 1. Focus on the user and all else will follow 2. It’s best to do on