Keeping Google 'Googley'

Posted: 22 May 2009

See all articles by Boris Groysberg

Boris Groysberg

Harvard Business School

David A. Thomas

Harvard Business School

Alison Berkley Wagonfeld

Harvard Business School

Date Written: April 24, 2009

Abstract

This case, set in 2008, examines how Google has worked to avoid potential negative byproducts of rapid growth such as: bureaucracy, slow decision-making, 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.

Suggested Citation

Groysberg, Boris and Thomas, David A. and Wagonfeld, Alison Berkley, Keeping Google 'Googley' (April 24, 2009). HBS Case number: 409-039; Harvard Business School Organizational Behavior Unit. Available at SSRN: https://ssrn.com/abstract=1406510

Boris Groysberg (Contact Author)

Harvard Business School ( email )

Soldiers Field
Boston, MA 02163
United States
617-496-2784 (Phone)
617-496-5271 (Fax)

David A. Thomas

Harvard Business School ( email )

Soldiers Field Road
Morgan 270C
Boston, MA 02163
United States

Alison Berkley Wagonfeld

Harvard Business School ( email )

Soldiers Field Road
Morgan 270C
Boston, MA 02163
United States

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