Two Stanford University Graduates’ Revolution


Google Inc. was founded in 1998 by two Stanford University graduate students collaborating to create a new search engine. Today, Google employs over 19,000 people, has become the most widely used search engine in the world and now offers e-mail, mapping, video sharing and social networking services, just to name a few. The company’s success is notable, but not just for its financial growth, in 2007 Google was listed as the number one company to work for by Fortune 5 magazine (http://money. cnn. com/magazines/fortune/bestcompanies/2007/full_list/).

Google has been noted for its unique corporate organizational culture, to which many attribute the company’s success. The employee friendly culture at Google is meant to create a sense of importance and belonging. From the quirky and comfortable office decor to the many eateries on site at Google’s headquarters, the goal to maintain a “small company feel” seems to be evident (http://www. google. com/corporate/culture. html). At Google, the onsite amenities and planned activities and events available for employees create an at-home atmosphere creating a family like community within the workplace.

When Google employees have been asked about their individual work, they often report that they are just working toward a shared goal that is the mission of the company. The values and identity of Google’s culture are seen and heard throughout the company’s campuses and offices—the luxuries of this culture are made possible through expenses incurred by the company and justified by the pervasive dominance of company values throughout all areas of Google’s corporate domain. Google’s organizational culture could be defined as a mix of a clan culture and an adhocracy culture, the two main focuses being collaboration and creativity.

The aspects of the clan culture with focus internally on keeping employees united, respected and empowered and aspects of adhocracy culture with an external focus on keeping up with the constant changes and innovations in the market place and especially in the e-business venue. The aforementioned way of life as an employee for Google is a testament to the company’s dedication to its employees comfort and happiness. As Google’s clan culture is at work, it facilitates the success seen with externally ith constant improvement, change and acquisition within the company at large. Google’s exponential growth and success is indisputable and constantly changing and innovating in order to keep up with the competition. Although there is evidence of incredible financial success by Google evidenced in billions of dollars in revenue, the company does not prioritize its profits and monetary gains above the satisfaction and development of employees as prioritized in the market culture (http://www. davechaffey. com/E-commerce-Internet-marketing-case-studies/Google-case-study/).

There isn’t much evidence of a hierarchy culture at Google either—cost cutting, formalized work environment and extensive control, are not values you will see reflected at the Google workplace, where teamwork, flexibility and comfort preside. Google’s mission statement in full: 1. We will do our best to provide the most relevant and useful search results possible, independent of financial incentives. Our search results will be objective and we will not accept payment for inclusion or ranking in them. 2. We will do our best to provide the most relevant and useful advertising. Advertisements should not be an annoying interruption.

If any element on a search result page is influenced by payment to us, we will make it clear to our users. 3. We will never stop working to improve our user experience, our search technology and other important areas of information organization” (http://www. davechaffey. com/E-commerce-Internet-marketing-case-studies/Google-case-study/b) In short the statement is, “to organize the world’s information and make it universally accessible and useful. ” Google’s mission statement is most in line with the adhocracy culture—vouching dedication to search relevance, innovation, user friendliness, and constant improvement.

From the case study, it seems that the primary focus within Google Inc. is a clan culture with focus on employee comfort and satisfaction, which builds into ideas of an adhocracy culture facilitate by an atmosphere for innovation and constant pursuit of the company’s mission. Although I think that the mission statement leans more toward adhocracy culture, within the Google culture I believe the way of its clan culture enables them to succeed in the adhocracy culture focused mission statement.