System Infrastructure at Google Case Solution
Introduction:
This case is about Google Inc., which was founded in 1998 by Sergey Brin and Larry Page and has been a market leader till now. Google has replaced Alta Vista’s and Yahoo’s algorithmic search engine by developing Page Rank. Furthermore, Google molded its search engine by offering paid listings.
Moreover, by 2001, without much using marketing tactics Google had become ninth-largest US website. In addition, Brin and Page hired Eric Schmidt as Chairman and thereafter; he became CEO.It was considered that, Google’s strengths lies in its team as 15% of its employees were PhDs and the staff members were encouraged to come up with different ideas. Brin and Page were successful in maintaining the effective culture of organization. Google deeply focused on its cultures and values that made it an ideal work environment.
In addition, Google’s management practices were planned in a way that allowed organization to come up with innovations and unique ideas in the market. The hiring procedure in Google was highly systematic and organized. Furthermore, the teams were kept in small groups which enable the company to enhance the productivity.
By 2003, Google powered more than 75% of the 200 million searches carried out daily in US, and due to this growth the demand on the infrastructure has been increased. In order to meet this demand, Google started to hire a wave of senior people and one of these senior executives were Bill Coughran who were made responsible for Google infrastructure systems.In addition, the infrastructure was considered as the major source of competitive advantage therefore, Coughran had a crucial responsibility in maintaining it.
However, Coughran realized that the maintaining infrastructure was not that easy and it required competent workers. Coughran has therefore, established a loose culture among his team in order to encourage creativity and thus, wanted to keep the flat organization. Coughran decided not to place the numbers of middle managers instead he assembled a group of engineers in order to assist the teams.
Environment analysis:
The environment is which Google operates was highly diverse and complex. The infrastructure system of Google required highly competitive and efficient engineers who could give their best. Furthermore, as Google grew the number of employees grew as well and each employee belong to different culture and working environment which had difficult to manage. The increasing number of workforce could also affect the Google’s productivity and efficiency as well as it could also affect the established organizational culture.In addition, the industry in which Google’s operates requires high level of leadership proficiency in order to align the operations and processes. Moreover, any change in the work culture and in operations could also affect the company’s creditability. The technological advancements are also very crucial factor that could affect Google. Google operates in a highly technological environment and is important for the company to meet the rapid changes in technology. (Ajay Bhatia, 2012)
Furthermore, attracting, motivating and retainingthe most competent engineers was also an important consideration. This could affect Google in maintaining the infrastructure system of the company which was the major component for sustaining the company’s business.
Moreover, the competition is also very high due to which the company may face certain challenges. Due to the technological innovations, the major players in the market had made it complex for the company to maintain and sustain its strategic position in the market.(Ajay Bhatia, 2012)
PESTEL Analysis:
Political:
The political external factors involve the rules and regulations of governments which is influencing Google’s business. However, Google has stable political climate in most of the markets in which it operates. Moreover, the increased globalization also had posed an opportunity for Google by increasing the demand of online advertising. (Gupta, 2013)..............
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