Bertrand Duperrin's Library tagged Google →  View Popular, Search in Google

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"Google emploie 29 000 salariés dans le monde, dont 250 en France (bientôt 500). Son esprit start-up anticonformiste séduit et retient. Mais sous les apparences rugit un puissant moteur : partager le pouvoir pour mieux se nourrir de la vitalité de l'individu."

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"One person is the Decider for final design choices. Not focus groups. Not data crunchers. Not committee consensus-builders. The decisions reflect the sensibility of just one person: Steven P. Jobs, the C.E.O.

By contrast, Google has followed the conventional approach, with lots of people playing a role. That group prefers to rely on experimental data, not designers, to guide its decisions. "

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"The advent of the Internet, with sophisticated algorithmic search engines, has made accessing information as easy as lifting a finger. No longer do we have to make costly efforts to find the things we want. We can "Google" the old classmate, find articles online, or look up the actor who was on the tip of our tongue. The results of four studies suggest that when faced with difficult questions, people are primed to think about computers and that when people expect to have future access to information, they have lower rates of recall of the information itself and enhanced recall instead for where to access it. The Internet has become a primary form of external or transactive memory, where information is stored collectively outside ourselve"

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"Ever since Gmail captured the imagination of consumers, Google has been trying to push Google Apps to enterprise customers. In spite of some news about problems in their implementation for big customers, it has been gaining traction steadily. The biggest attraction towards Google Apps Email over other systems is the cost. Even though other players like Microsoft and IBM have a cloud strategy, Google’s pricing makes Google Apps very attractive for many enterprises. "

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"For years, book after book and article after article have praised Google as a citadel of innovation. They have lauded the incredible corporate culture where employees are treated like entrepreneurs. They have waxed lyrical about the staff’s freedom to spend 20 percent of their time on whatever they feel like going. It’s portrayed as a brilliantly innovative place with the brightest of the bright. New ideas are bubbling up all over. Writers have glowed with delight as they watched this wonder child become the star of the stock market."

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"e innovation zealot in me felt instant disappointment today upon reading that Google Wave is no longer. The official word from Google:

But despite these wins, and numerous loyal fans, Wave has not seen the user adoption we would have liked. We don’t plan to continue developing Wave as a standalone product, but we will maintain the site at least through the end of the year and extend the technology for use in other Google projects."

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"I was lucky enough to be invited with one of my clients to Paris MS Campus to have a conversation about Microsoft social platform (Infopedia, AcademyMobile, Mingle, ...). It was the second time I had the opportunity to see a social platform. The first time was when I visited Dassault Systèmes. And when I think about the two approaches, I think we are in front of two major trends. The third one, obviously, is Google's."

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"In reality, Google has replaced opinions. We used to solicit people’s opinions a lot more often in the workplace because we needed to gather information about how things were being done in other companies where they may have worked in the past. We lacked the huge library of potential solutions that we have today, when a simple Google search can provide us with a myriad of opinions and best practices to choose from. So it no longer makes sense to use our precious talent and resources to try to generate ideas and opinions. I would rather they use their expertise to make the decision work! "

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"At the office, you've got a sluggish computer running aging software, and the email system routinely badgers you to delete messages after you blow through the storage limits set by your IT department. Searching your company's internal Web site feels like being teleported back to the pre-Google era of irrelevant search results.

At home, though, you zip into the 21st century. You've got a slick, late-model computer and an email account with seemingly inexhaustible storage space. And while Web search engines don't always figure out exactly what you're looking for, they're practically clairvoyant compared with your company intranet.

This is the double life many people lead: yesterday's technology for work, today's technology for everything else. The past decade has brought awesome innovations to the marketplace—Internet search, the iPhone, Twitter and so on—but consumers, not companies, embrace them first and with the most gusto."

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So when the company says it’s missing out on good ideas, this is both surprising, and perhaps somewhat expected. Surprising, because how does a company consistently ranked at the top of innovation surveys miss good ideas? Expected, because Google now employs 20,000. With that many people, how does a company stay on top of all those ideas?

What I’m seeing is a company that is is progressively systematizing its innovation practice. Google is following the path of its large enterprise brethren, adapting its internal processes to account for its size and its need to grow across multiple fronts. It really has to. It’s no longer the small company where ideas get tossed around on a white board, and everyone knows what’s going on. I mean, there are 20,000 people employed there.

Google is getting serious about innovation.

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I think this integration and the development of more focused capabilities that sit on top of Wave will be key to its success. As I mentioned earlier, I think that the completely open Wave will get some use as a novelty and even as a collaboration platform. However, it is too open ended for many work applications, as people will not want to recreate the functionality and features. It can potentially serve as a meeting point for applications. On the other hand, people might want to shape application themselves and not be forced to follow the structure of existing applications.

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Some people complain that enterprise search should behave more like Google search, which I vehemently disagree with, for one primary reason: enterprise search is a FUNDAMENTALLY different problem than internet search. Here are some examples:

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Chez Kimind nous avons accompagné pendant un an un grand compte français dans le choix et l’adoption de Google Apps pour l’ensemble de l’entreprise, soit à peu près 30.000 postes de travail. C’est une première mondiale, car ce grand-compte a choisi l’ensemble de l’offre Google Apps, aussi bien la dimension messagerie (gmail, calendar, gtalk) que la dimension collaborative (docs + sites) pour remplacer à terme Microsoft Office et Lotus Notes dans 90% de leurs usages quotidiens. Jusqu’à présent les grands-comptes qui avaient adopté Google Apps à cette échelle l’avaient fait pour l’une des deux dimensions, pas les deux ensemble.

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So the difference here is really one of time: with the Internet, problems sprout up and spread quicker than ever; but solutions are still handled by us slow (but thoughtful) real people.

We live in a dangerous world these days, where "intelligent" algorithms determine for us what is real and what should be trusted. Should Google be held accountable for this? Should they fix their news algorithms so that they are forced to verify stories and information?

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La culture de l'information des jeunes ne s'est pas améliorée avec un accès élargi à la technologie", pointe le document.

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What about Google’s management style is so powerful, yet still transferable to other organizations?

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