![]() ![]() ![]() "Their suggestions had to be reflective of things about the culture that people wanted to change." "It wasn't something that we would just go and implement for them," she says. ![]() For instance, how does Google ensure its overseas employees are, as they say, "Googley" enough - meaning entrepreneurial, scrappy and outside-the-box thinkers - whose voices will be heard back at headquarters?įor one, Sullivan implemented the company's charting tool, the Google-O-Meter, to gauge the popularity of employee suggestions, such as housing more doctors on site or bringing overseas employees to headquarters for a visit. "They care about those details even today." And that team spirit extends to ideas, which can surface from any employee without being filtered by layers of management.īut as the company grew into the $29.32 billion behemoth it is today, so did the cultural challenges, Sullivan says. Even the founders busied themselves with basic tasks such as keeping the cereal in the cafeteria fresh, she says. For example, Sullivan says while she helped outline the company's core values, she also pitched in to answer the phones. ![]()
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