Google's Project Oxygen: Do Managers Matter?

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Case

Reference no. 9-317-S03

Spanish language

Subject category: Human Resource Management / Organisational Behaviour

Authors: David A Garvin (Harvard Business School); Alison Berkley Wagonfeld (Harvard Business School); Elizabeth A Kind (Harvard Business School)

Published by: Harvard Business Publishing

Originally published in: 2010

Version: 15 October 2013

Revision date: 11-Apr-2019

Length: 25 pages

Data source: Field research

Topics: Analytics and data science; Management philosophy; Management skills; Management styles; Managerial behavior; Managing people; Organizational culture

Notes: To maximise their effectiveness, colour items should be printed in colour.

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Abstract

This is a Spanish version. Google's Project Oxygen started with a fundamental question raised by executives in the early 2000s: do managers matter? The topic generated a multi-year research project that ultimately led to a comprehensive program, built around eight key management attributes, designed to help Google employees become better managers. By November 2012, the program had been in place for several years, and the company could point to statistically significant improvements in managerial effectiveness and performance. Now executives were wondering: how could Google build on the success of this project, extending it to senior leaders, teams, and other constituencies while striving to create truly amazing managers?

Size:

1 billion; Fortune 500