It's back to the future. The earthquake was recorded at the top of Google goes something like this. It probably stems from the desire to perpetuate the leadership going to recover the spirit of the first steps as they moved. She certainly has surprised many observers of the universe hi-tech. The magazine Techcrunch has called a real "big bang", The New York Times tried to explain the desire to find the "spark of the start-up", CNN, you wondered: "Why?" That's precisely why the 4th of April, CEO Eric Schmidt, 55 years after a decade, will leave his executive position at one of the co-founders, Larry Page, 37 years to go and deal with external relations, with the other founder Sergey Brin, 37 years, which will focus on new products? The items that were included with this guide to the waltz of the global web of course all the honey, some traces of the damage.
Those of the man of concreteness, the expert helmsman great big hi-tech (Bell, Xerox, Sun and Novell), who was named in 2001 to run a business that began to grow dizzying pace and in danger of get out of the hands of its creators, are reassuring: "Larry (Page, ed) Google is ready to lead." And the new boss (who had previously served as CEO prior to Schmidt): "Eric is a great leader, I learned a lot from him, I took many lessons." Yet Schmidt: "So far we have always been involved in decision-making at the same level.
And together we discussed how to streamline our structure to speed up our decision-making. This was the time to do it." So, on the day waves a quarterly maintenance (turnover of 8.44 billion dollars against 6.67 in the fourth quarter of 2010, 2.54 billion profit), the triumvirate dissolved, Schmidt became director deemed completed its function protection, and former graduates of Stanford definitely take the helm.
The new CEO (Page) with the task of pushing hard and controlling person of the business in a market that now has some more in danger, the other (Brin) to do what he likes most at the bottom: the Web experience near future. Inventing new products and new languages. One thing is certain: in the last 10 years (which in IT are geological era), many things have changed.
The young and nimble start-up in Mountain View has evolved over the years into a giant that makes everything and (almost) everything itself as global leader. However, as giant finds itself almost in time to come to terms with one click, and misty with a reduced ability visionary. Typical of those who start and knows that only the truly innovative ideas can develop business and bite into the market.
In this key summit redesigned and delivered into the hands of the young founders is the path to be a colossus that has 24 000 employees around the world, bill of 30 billion dollars every year and can not afford to slow down responses to the impulses of the market. Moreover around Mountain View, landscape has changed, and quite well.
Now he has monster numbers and the impact of Facebook, while Google is still trying - but could not find - a convincing way to say in his world of social networks (Buzz has gained users and Orkut is a world apart). The model works Zuckerberg, who is as content as advertising, has room for growth still unexplored and that scares not just Big G.
Just as frightening growth of Twitter, which is able to change the very way in which users communicate. Also because of the objectives of those who hand in the search market and online advertising are just the land - such as advertising on the move - where competition is already fierce and begins to mark the territory.
There's Apple, for example, to dictate the timing of innovation - in advance and take market share - with its iPhone models with his tablet "magic" iPad, with its online entertainment service, with his inventions software. Sure, Google has responded with mixed results. If the open source environment for Android is proving successful, Mountain View has to deal with delays Chrome OS, operating system, all "Cloud" but still in beta, and Google TV.
In short, the giant suffers when, in some cases, is forced chase. He wants to return to lay the line. Maybe changing the skin to find the "spark" of the past.
Those of the man of concreteness, the expert helmsman great big hi-tech (Bell, Xerox, Sun and Novell), who was named in 2001 to run a business that began to grow dizzying pace and in danger of get out of the hands of its creators, are reassuring: "Larry (Page, ed) Google is ready to lead." And the new boss (who had previously served as CEO prior to Schmidt): "Eric is a great leader, I learned a lot from him, I took many lessons." Yet Schmidt: "So far we have always been involved in decision-making at the same level.
And together we discussed how to streamline our structure to speed up our decision-making. This was the time to do it." So, on the day waves a quarterly maintenance (turnover of 8.44 billion dollars against 6.67 in the fourth quarter of 2010, 2.54 billion profit), the triumvirate dissolved, Schmidt became director deemed completed its function protection, and former graduates of Stanford definitely take the helm.
The new CEO (Page) with the task of pushing hard and controlling person of the business in a market that now has some more in danger, the other (Brin) to do what he likes most at the bottom: the Web experience near future. Inventing new products and new languages. One thing is certain: in the last 10 years (which in IT are geological era), many things have changed.
The young and nimble start-up in Mountain View has evolved over the years into a giant that makes everything and (almost) everything itself as global leader. However, as giant finds itself almost in time to come to terms with one click, and misty with a reduced ability visionary. Typical of those who start and knows that only the truly innovative ideas can develop business and bite into the market.
In this key summit redesigned and delivered into the hands of the young founders is the path to be a colossus that has 24 000 employees around the world, bill of 30 billion dollars every year and can not afford to slow down responses to the impulses of the market. Moreover around Mountain View, landscape has changed, and quite well.
Now he has monster numbers and the impact of Facebook, while Google is still trying - but could not find - a convincing way to say in his world of social networks (Buzz has gained users and Orkut is a world apart). The model works Zuckerberg, who is as content as advertising, has room for growth still unexplored and that scares not just Big G.
Just as frightening growth of Twitter, which is able to change the very way in which users communicate. Also because of the objectives of those who hand in the search market and online advertising are just the land - such as advertising on the move - where competition is already fierce and begins to mark the territory.
There's Apple, for example, to dictate the timing of innovation - in advance and take market share - with its iPhone models with his tablet "magic" iPad, with its online entertainment service, with his inventions software. Sure, Google has responded with mixed results. If the open source environment for Android is proving successful, Mountain View has to deal with delays Chrome OS, operating system, all "Cloud" but still in beta, and Google TV.
In short, the giant suffers when, in some cases, is forced chase. He wants to return to lay the line. Maybe changing the skin to find the "spark" of the past.
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