Eight Principles Of Innovation In Google

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Some of the most frequent questions we get from CEOs and leaders of other companies are: How does Google innovate? Can innovation be planned? Can it be taught? We think that company culture and innovation can’t be separated. “You have to have the culture,” says Google Chairman Eric Schmidt, “and you need to get it right.”So how do you create a culture of innovation? Google doesn’t have a secret formula, but we have distilled our thinking into a set of basic principles,ideas we believe can be adapted and applied at pretty much any organization, regardless of size or industry. You will find here eight principles of innovation and how we apply them inside Google.
1. Think 10x
The notion of “10x thinking” is at the heart of how we innovate at Google.
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Hire the right people
Google has grown at a rapid rate: from 2,000 Googlers a decade ago to more than 55,000 now. Ever since our very first hires, Google has worked hard to attract people who want to tackle big problems that matter. To keep attracting those talents, we do not rely on the judgment of one or two people but structure the hiring process to tap the “wisdom of the crowd” in several ways.
5. Use the 70/20/10 model
We’re firm believers in a concept first introduced in the early days of Google: the 70/20/10 model. Simply put, it means that:
• 70% of our projects are dedicated to our core business
• 20% of our projects are related to our core business
• 10% of our projects are unrelated to our core business
We have a few goals in mind here. One is that this model is a helpful way to allocate resources as we think about the big picture of our business each year. It keeps the focus on core needs while also encouraging a healthy stretch into new and related
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Use data, not opinions
Data usually beats opinions. So at Google, data is a big part of every choice we make. We test and measure almost everything we do so that we have a continuous data stream to inform our decisions.We also take this data-driven approach with what we call “People Operations,” our human resources department. Relying on data helps us understand the specific dynamics of our own human interactions and management practices and allows us to make smarter choices.
8. Focus on users, not the competition
We believe that if we focus on users, everything else will follow. If you can build a robust and loyal base of people who love what you do, you’ll have something rare and valuable. For us, that always starts with the desire to improve the lives of users.When we introduced Gmail back in 2004, lots of people thought it was a mistake. There were plenty of well-established email products on the market. Did the world need another one? Was Google getting distracted from search. But we had a different idea of what cloud-based email should be. We thought the existing products weren’t intuitive enough and had too many limitations. We thought 2-4 megabytes of storage wasn’t enough, so we offered a full gigabyte. (Some of you may not remember the days when you had to clear out room every few hundred emails.) We believed we could provide a better experience for users, and so we gave it our very best shot. Ten years later, Gmail is the world’s #1 web-based email service, with

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