The Successful Business Of Google Inc Commerce Essay

The Successful Business Of Google Inc Commerce EssayThe aim of this memorise is to explore the features of an organisation that contribute towards advantageful proficient unveilings. We would use a case study approach to analyze the same, with company in concentrate on being Google Inc.We would use the book Managing k same a shotledgeability by Joe Tidd and John Bessant as the base for our literature review. This would be supported by the following articles The mutation Value Chain, The Ambidextrous disposal, Innovation Management in context Environment, Organization and Performance, Managing Innovative RD teams and lead and Innovation Relations between Leadership, Individual Characteristics and the execute of RD teams.The study showcases that thither is no single best social organisation that facilitates cosmos. An agreement needs to set up the most suit sufficient fit between the mental synthesis and the operating contingencies. There argon numerous things that affect the innovative deed of the company and concept should non be looked at in closing off but as a whole cross-functional system.Literature Review and trip StudyTidd and Bessant (2009) state that an innovative governing needs to align itself with the impertinent environs and build internal social organizations, processes and culture that alter innovation to flourish. Innovation dep finishs on a range of factors and the innovation process should change itself with changes in the commerce environment. There is no single best measure of innovation and some indicators formulate well for certain sectors while others dont. In short, procreation innovation is a lot more complex than it sounds.A determined of components, which appear to be linked with success, father been drawn out by Tidd and Bessant (2009). Let us examine these components in greater detail.Sh ard Vision, Leadership and the Will to innovateLeadership is perhaps the most critical factor in any successful c ompany. Without this, an organization bednot move fore. Not everybody is able to recognize opportunities. Leaders need to pass an alert mind to grime them and entertain the risk taking ability, ability to motivate others in the team and the will to innovate and exploit the opportunity. Stoker et al (2001) state that the intent of leaders keeps changing according to different stages of innovation. The leadership style to a fault keeps evolving, from being visionary at the initial stage and take the prime(prenominal) step, to involving employees and then to facilitating self-managing teams. A leader has to exercise a style that fits not all the team, but dealwise the environmental characteristics and individual characteristics of the team members. It has been observe that empowering community is directly related to the quality of work and it as well enhances the dedication of employees.Top focussings commitment and sh ard sense of purpose among the employees/team member s are key features of a successful organization.The founders of Google Inc., Larry rascal and Sergey Brin, had the mission to organize the universe of discourses cultivation and make it univers bothy accessible and useful (Corporate Information). It is this mission of theirs that motivated them and provided them with the braveness to take it forward. They struggled quite a lot to get initial patronage to get the venture started (Casey, 2007). It was due to their will and leadership qualities that Google took off and now pass ons value to the whole world.Appropriate StructureIf an organization wants to thrive, its structures and processes need to enable technological change. As innovation does not relegate in isolation, cool flow of information and cross-functional co-operation are required to foster innovation. An innovation is handle a fragile flower that needs right kind of environment to flourish. It does not take long for a voltagely great innovation to simply die out .Tidd (2001) argues that complexity and uncertainty of the environment affects the degree, type, organization and way of innovation the greater the fit between these factors, the greater the performance of the innovation. organizational structures are influenced by the nature of task to be performed and by the business environment. Increasingly, innovation is comely a bodily-wide task, involving not only RD but also production, marketing, administration and other international entities such as customers, suppliers, consultants, etc.It is consequential to note that not al agencys do loose models/structures for innovation work and appropriate balance needs to be sought between the flexibleness and rigidity of the structure. Thamhain (2003) states that the key challenge is not so much of generating estimates in the RD department, but effective transfer of technology from the inception to the market. Here, an appropriate structure is required to enable the transfer. unrivalled of the toughest challenges faced by companies is to balance legitimate/present opportunities with future ones (OReilly Tushman, 2004). low such circumstances, it is suggested that an organization has separate structure/process/culture for in the buff innovations as the existing system baron cause hindrances for the impudently ones.According to the book, The Google Story, the initial employees of the company were actually friends who examine at the Stanford University with Larry Page Sergey Brin. Due to this, the environment in Google was always quotidian and had little hierarchies. Even though the environment has always been casual, the co-founders still create a tight grip on many of the companys decisions (Smith, 2007). It is this casual air travel and horizontal management style that forms an appropriate structure to foster innovation. discern IndividualsAs there are conglomerate uncertainties and complexities involved with innovations, it is helpful to have a key ind ividual (or a group) who is passionate and enthusiastic some the innovation and is willing to take it through the organizational system. These key individuals may be product champions or the leaders of the organization. Through their passion, they motivate others in the organization to look at their innovative idea / invention that could add value not only to the customers but also the organization. They have to have the ability to solve problems that could arise during the evolution / commercialization process and should be committed towards it. Even if they do not have detailed technological familiarity, they need to strongly believe in the potential of the innovation.Key individuals would also need to face other issues such as procuring re beginnings, convincing quizzical or hostile critics elsewhere in the organization. Their faith in the potential should be so strong that they manage to everyplace scrape all the barriers.Larry Page Sergey Brin have been the leaders and key individuals behind Google. They had a complete concord of the technology. They faced a lot of challenges initially, especially with regards to funding, but they stuck to what they believed in and overcame all the barriers. Now, they encourage their employees to embrace the role of key individuals with regards to their respective innovative idea (Weldie, 2009) and take their ideas forward.High Employee familiarity in InnovationJust like the saying, The more the merrier, the more the number of people involved in an innovation, the chances are that feedback and suggestions provided by them would help to improve the offering. Innovation is no longer contain to specialists in RD, Marketing or IT departments. It should be realized that creative skills and problem-solving abilities are possessed by almost everybody in the organization. Although each individual may only be able to make limited, incremental innovations, the sum of these efforts understructure have far-reaching dazes . Continuous improvements, involving large number of motivated individuals and taken over an extended period of time, has the potential to signifi plundertly impact the strategic development of the organization. This could also turn out to be an inimitable source of private-enterprise(a) advantage over the long term.Effective Team WorkThe only factor that equals Leadership of the organization to achieve successful innovation is an effective team work. It is the team that is at the amount of the innovation activity. If innovation is earlier about combining different perspectives in solving problems, then teams/groups have more to offer than individuals in terms of fluency of idea propagation and in flexibility of solutions developed. Cross-functional teams can bring together different knowledge sets required to take the innovation forward. They also represent a assembly where deep rooted differences in perspectives can be resolved. As an innovation is not confined to a single de partment, a cross-functional team can help other departments make different perspectives and help facilitate shine flow of information and integration between different departments. With this in mind, teams are increasingly being seen as a mechanism for bridging boundaries within an organization and in solving inter-organizational issues.In parade to develop an effective, high-performance team, tasks and objectives moldiness be clearly defined, there should be effective team leadership, there should be a good balance of team roles and it should be matched to the individuals behavioural style and a continuous interaction with other factors that could affect the innovation.It should be noted that such teams rarely happen by chance. They result from a careful selection which is aligned with the needs and requirements of the innovative idea in hand. An effective team is a critical determinant of the projects success and the corporate management should be responsible for putting toget her a capable, cross-functional team. As the team members may come from varied backgrounds, a mechanism should be in place to resolve conflicts as soon as achievable so that the speed of the innovation process is not hindered.Soon after(prenominal) launching, the founders realized that if they want to grow, they need to bring in professional management. In 2001, they appointed Eric Schmidt as the CEO to bring to table the capabilities that they lacked (Casey, 2007). It was then they stared their process of building professional/experienced team with defined tasks.Creative climate and CultureCreativity of individuals needs to be fostered through the right environment. An organization needs to set up conditions within which innovative ideas can flourish. Under this, a firm needs to put its people at the heart of innovation. The structures and processes should be designed around people and not the other way round. In the knowledge economy, it is about managing the minds of individua ls by providing them with right infrastructure desirable for growth.Culture is a complex concept which mainly refers to shared values, beliefs and agree norms which shape behavior of individuals. Changing the culture of an organization is one of the toughest things for the management as it is path dependent. But by bringing about alterations in the structure or processes, an organization can gradually move towards the desire culture. However, this is a time consuming process and requires acceptance by the employees. One way to facilitate this is by rewarding / incentivizing employees based on the new structure.In an organization with a supportive and innovative culture, individuals with bright ideas can progress them with support and encouragement from the system. Management needs to ask itself whether the on-line(prenominal) structure is supporting or acting as a burial vault to innovation. Also, do employees have all the resources and freedom required to innovate. Innovation i s inherently uncertain and will often involve failures as well as successes. The management needs to understand this and build a culture where people take risks and failures are accepted as an opportunity for acquirement and hike up development. The regretfulgest barrier lies in the minds of individuals, who are reluctant to innovate due to risks associated with failures. Failures should not be looked down upon and the senior management and leaders should clearly eliminate this to the organization. Managerial leadership style, both at RD and senior management, has significant impact on creativity (Thamhain, 2003).Googles organizational culture provides enough space for employees to learn, test and grow. The casual and friendly environment promotes interaction between employees which results in raise knowledge base and thus promotes innovation. In each of its offices, Google has a big cafeteria with large tables and maximum seating capacity. Managers have observed that people l ike to talk while having their food. People from different product teams sit together for meals and interact with each other. As people from different product teams come together, the interactions become quite diverse. This mechanism of knowledge sharing leads to collective learning and thus benefits the organization as a whole (Merrill, 2007).Looking in and Outwards for Innovative IdeasAn organization can no longer skilful look inwards for innovative ideas. As innovation is increasing becoming an open process, collaboration with external parties is gaining importance. This includes associations with suppliers, customers, consultants, etc. the top management needs to ensure that the organization does not face the Not invented here syndrome (Hansen and Birkinshaw, 2007) and looks forward to exploit relevant innovative ideas thrown at them by the external partners.The leaders also needs to provide opportunities for its employees to be part of various conferences, seminars, networkin g events, etc and tap into the knowledge base of those alfresco the organization. Knowledge accumulation is a slow and steady process and idea generation does not happen overnight. Keeping this in mind, the management should not pressurize it employees to come up with innovative ideas just after being a part of a single workshop, for example. Hansen and Birkinshaw (2007) argue that companies need to assess whether they are sourcing enough ideas from outside the company or even outside the industry. Many firms do this poorly, resulting in missed opportunities.Clear Understanding of User Needs and User InvolvementThe base of every business is its understanding of user needs. It is this point that determines the success or failure of the organization. Any user-focused innovation needs to know but what the user wants, how he wants it and how much is he willing to pay for it, among others. Having the end point in mind, the organization can draft its strategies accordingly, in order to meet the customers needs.Increasingly, companies are involving customers in the innovations process. This sort of arrangement is helping organizations develop more personalized offerings while creating a sense of loyalty in the minds of the customers. Involving the users also provides great insights into how the user uses the product or service, how is their experience like, what they promise at the end of the usage journey, etc. All these insights can shine up areas that require further innovation and this can be a source of competitive advantage for the company.Understanding of the Macro and Micro EnvironmentAn organization needs to analyze it Macro environment in order to understand the changes that are taking place in the Political environment, Economic situation, Society, proficient arena, Ecological and Legal frameworks. This would provide a sense of direction where the world is heading, and based on this, potential areas of innovation can be explored. synopsis of the Micr o environment is useful in providing a clear ikon of the industry the company operates in. It would showcases the position of competitors in the market, bargaining power of customers and suppliers, threats from substitutes and threats from new entrants into the market. Based on this, an organization can draft it differentiation scheme and establish a foot hold in the market.Conclusion