What Makes Google Culture Special? Guest Neil Hoyne, Google's Chief Measurement Strategist
What makes Google’s culture so special that it has enabled them to have a 22% compound annual growth rate for a decade? How do they promote collaboration and keep growing even though they are already a huge company?
In part two of my conversation with Neil Hoyne, he shares insights into practices behind this amazing performance. As the Chief Measurement Strategist at Google, Neil has led more than 2,500 engagements with the world’s biggest advertisers and has generated billions of dollars in incremental revenue for these customers.
His new book is called Converted: The Data-Driven Way to Win Customers' Hearts.
What makes Google’s culture so special that it has enabled them to have a 22% compound annual growth rate for a decade? How do they promote collaboration and keep growing even though they are already a huge company?
Hint: it’s not the volleyball courts and free food.
In part two of my conversation with Neil Hoyne, he shares insights into practices behind this amazing performance. As the Chief Measurement Strategist at Google, Neil has led more than 2,500 engagements with the world’s biggest advertisers and has generated billions of dollars in incremental revenue for these customers.
Neil says that Google’s true strength lies in the “ability of the company and its employees to work across functions with minimal friction.”
In other words, Google has created a culture of curiosity and collaboration that promotes free exchange of ideas across all departments. Google incentivizes that behavior by allowing any employee to award a cash bonus to one of their peers.
Google has a perpetual interest in scaling the business, but only in the leanest and most efficient fashion possible. For instance, when a team or department at first glance appears understaffed, instead of simply hiring more people, leadership asks, "How can we make the process more efficient, so that we don't need more people?”
Importantly, Neil implores other companies to find the values, tools, and processes that uniquely work for them instead of simply trying to build a Google copycat. “Fit an idea, a system, a transformation, a metric to (your) company’s culture.”
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