Organizational Culture Describe Google\'s Culture

Organizational Culture

Describe Google's culture using the OCP typology presented in this chapter.

Google is solidly an innovative culture, as the incentives, programs, job descriptions and processes for hiring and managing employees is based on the shared insights and decisions of entire teams. Google also solidly fits in the innovative culture area of the OCP due to its focus on continually trying new approaches, systems and products, and quickly learning from mistakes. As the case study indicates, Larry page and Sergey Brin would rather have managers making decisions that contained an element of risk vs. not making a decision at all. Over time the unique approaches Google uses to manage its workforce, research & development efforts, and continual testing of new ideas through the Rule of 20% program create a fast-moving, highly productive culture that thrives on new ideas (Baird, Hu, Reeve, 2011). As of the last audit of how profitable the Rule of 20% is, Google management reported that over 50% of revenue is from this program, which allows employees to spend up to a fifth of their time on projects of interest (Taylor, 2009). All of these factors further support the contention that Google is solidly an innovative culture on the OCP typology.

What are the factors responsible for the specific culture that exists in Google?

Google is focusing on how to solve very large, complex problems that require employees to think differently and see through ambiguity, finding patterns and frameworks to better organize data. The factors responsible for Google's culture being as successful as it is include a high degree of autonomy, mastery and purpose in how employees are managed there, which equates to high self-driven culture of performance and achievement over conformity and fear of making a mistake. Through the interviews and discussions with top executives, it is clear that the focus on accountability and innovation is very high in the company (Stone, 2011).

Do you think Google's culture is responsible for its performance? Or does Google have this particular culture because it is so successful?

In all organizations, the culture precedes the level of accomplishment a firm experiences (Park, Ribiere, Schulte Jr., 2004). It is in large part the culture that makes the firm successful, as it can drastically reduce barriers to teams accomplishing shared complex tasks together and trusting each other (Baird, Hu, Reeve, 2011). Google is successful as a result of its exceptional culture that values directness of communication and analytical insight over honoring seniority alone (Stone, 2011).

How does Google protect its culture?