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Case
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Reference no. 9-409-039
Prize winner
Published by:
Harvard Business Publishing (2011)
Version:
7 July 2011
Length:
23 pages
Data source:
Field research
Abstract:
This case, set in 2008, examines how Google has worked to avoid potential negative by-products of rapid growth such as: (1) bureaucracy; (2) slow decision-making; and (3) lack of visibility and organizational inconsistency. When the case protagonist, Kim Scott, started with Google in 2004, she wondered if she would still be there in several years as she liked small, entrepreneurial companies. In 2008, she was pleased that Google still had the same entrepreneurial energy that it had when she joined. She and her colleagues reflect on how Google has been able to maintain its culture as the company keeps doubling in size.
Settings:
United States, Internet services, 2008, USD20 billion, 17,000 employees
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