Google is one of the world’s best and most innovative companies. One of the reasons why Google ranks as a top company in this area has to do with its innovative corporate structure. The company gives its employees tremendous freedom to create, putting them in an environment conducive to better imagination (Edwards, 2011). Likewise, they recruit people who fit into this culture, focusing not just on the best credentials, but also the best “stories” in their potential employees.
This strong collection of Google employees has helped to change the Internet as we know it to this point (Holbeche, 2013). Google started by revolutionizing the way we search the Internet. Its search engine has helped to organize the abundance of information on the web, allowing users to quickly search for specific items rather than having to explore individual sites for hours.
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Google has invented a full-scale email interface that can be quickly linked with smart phone products. Likewise, its video chat capability allows both individual users and corporate users to link with people from around the world. The goal of Google has been to link people with each other and with information in the simplest way possible.
Today, Google is working on a host of new innovations, including the Google Glass, a headset computer that looks like a pair of eye-glasses (Simons & Chabris, 2013). Its technology division is also changing the way people do cars, developing a driverless car that will probably, within the next twenty years, be able to drive, anticipate traffic, and navigate better than human beings could (Markoff, 2010).
The company is helping to usher in the robotics era (Wu et al, 2014). While the Internet might have been the first frontier of Google, it is certainly not the last. With a strong team of skilled employees in tow, Google is getting ready to change the way the whole world works.
- Edwards, D. (2011). I’m feeling lucky: The confessions of Google employee number 59. Houghton Mifflin Harcourt.
- Holbeche, L. (2013). Aligning human resources and business strategy. Routledge.
- Markoff, J. (2010). Google cars drive themselves, in traffic. The New York Times, 10, A1.
- Simons, D. J., & Chabris, C. F. (2013). Is Google Glass Dangerous. New York Times.
- Wu, T., Dameff, C., & Tully, J. (2014). Integrating Google Glass into simulation-based training: experiences and future directions. Journal of Biomedical Graphics and Computing, 4(2), p49.
