How Google Works

If leaders don’t articulate their priorities clearly, then the people around them don’t know what their own priorities should be. Time and energy and capital get wasted.

At Google, people constantly came to me with good ideas—more than I could handle, in fact—and it became overwhelming. So I organized an “ideas team” to consider them. For context, I circulated an article from Harvard Business Review (HBR) that explained how a culture that captures thousands of “small” innovations can create benefits for customers t

The process is key to making self-management work on a large scale. It is actually so critical that, at AES and other self-managing organizations, colleagues know that forgetting to uphold the advice process is one of the few things that can get them fired (we’ll touch later on the topic of how someone can be dismissed in the absence of hierarchy).

hindsight, I would have started with our leadership team of five.