As one of the world’s largest organizations, Google continues to play a significant role in shaping how IT grows and develops going into the future. In essence, Google exerts a significant direct input on the development of IT across the world both individually as a brand, as well as in collaboration with other sister companies under the Alphabet Inc. conglomerate. Google was founded in 1998 by Sergey Brin and Larry Page while they were pursuing their PhD studies at Stanford University (Hamen & Google 2011). Over time, Google has grown and developed to expand its vast array of services in IT to include computer and phone software, online advertising, cloud computing, and even artificial intelligence just to name a few.
Insofar as Google’s niche market and industry are concerned, there are multiple organizations that serve as its competition both domestically and in the international market. Insofar as phone development is concerned, organizations such as Apple and Samsung continue to provide stiff competition to Google both locally and abroad (Brezina, 2012). On online and social media platforms such as Google Plus and YouTube, competition from the likes of Facebook, Vimeo, and Twitch continue to drive Google towards excellence. In a nutshell, Google has multiple competitors in all of the different fields that it has ventured into, which continues to demonstrate the importance of competent and effective leadership, seeing as Google routinely out-competes its competitors on a variety of metrics.
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It goes without saying that Google practically channels most of its investment to research and development, and particularly so in the field of technology. Technology is a major asset for Google, and its ability to tailor said technology to address specific problems encountered in daily living is a part of Google’s unique selling proposition as an organization in the IT sector (D’aveni, 2010; Brezina, 2012). It is worth noting that the vast majority of Google’s revenue is drawn from its ability to provide services. From cloud computing services such as Google Drive to video sharing platforms such as YouTube, and even spearheading the development of android technology, Google’s business model is grounded in service provision. The sale of Google Pixel mobile phones is without doubt one of the few tangible products that Google offers. In this sense, it is undoubtedly clear that the services provided by Google are driven by technology, particularly since the majority of these services are offered online (D’aveni, 2010). This makes technology central to Google’s success, which is part of the reason why the organization continues to invest in the further development and improvement of the technologies that drive its various business interests. This then makes technology a major asset for Google, and one that the organization is keen on continually developing.
At the same time, it must be noted that Google’s competition is also keen on catching up to the industry giant and possibly superseding it as the industry leader on the majority of services it offers. Companies such as Apple, Microsoft, and Samsung are investing heavily on the development of artificial intelligence to combat the massively successful Google Assistant. At the same time, companies such as Amazon continue to invest in developing intuitive and advanced search algorithms that can match and exceed those offered by Google. All these approaches rely on advanced information systems that are specifically developed to address the myriad of problems that Google, as well as its competitors, are attempting to solve (D’aveni, 2010). This only underscores the importance of information systems to Google and its competitors, and reaffirms the belief that the future will be created and shaped by technology. In essence, Google’s position as an industry top performer is based on the ability of its management and staff to not only develop cutting-edge problem solving technology, but also to anticipate the future needs and development related to said technologies. This essentially enables organizations such as Google to literally create the future while still growing their brands.
- Brezina, C. (2012). Sergey Brin, Larry Page, Eric Schmidt, and Google (e-Book). New York: Rosen Digital.
- D’aveni, R. A. (2010). Strategic supremacy: How industry leaders create spheres of influence from their product portfolios to achieve preeminence. New York, NY: Simon and Schuster.
- Hamen, S. E., & Google (Firm). (2011). Google: The company and its founders. Edina, Minn: ABDO Pub. Co.
