A traditional business can apply Google's data-driven decision-making approach in several ways. Firstly, they can use data to drive decisions, trusting the insights of those working directly with the issues. Secondly, they can foster a culture of open debate, encouraging employees to voice strong opinions and rally around the best idea for the company, not just the most agreeable one. Thirdly, they can manage this conflict-based approach by having a decision-maker who sets deadlines, runs the process, and breaks ties. Lastly, leaders should make fewer decisions, focusing on core issues and allowing other leaders to arrive at conclusions on other matters.

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How Google Works

What new management tactics should you follow to not only survive but thrive like Google? In this book, Google's executive team reveals the management...

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Use data to drive decisions: Slides should just contain data required to run the meeting. Data is best understood by those working with the issue, so trust the insights of Smart Creatives who are working on that issue. Consensus is not unanimous agreement: Consensus is about rallying people around the best idea for the company. Encourage Smart Creatives to voice strong opinions through solution-oriented open debates. The right decision is the best one, not the lowest common denominator everyone agrees on. Manage the conflict: This conflict-based approach must be managed by a decision-maker who sets a deadline, runs the process, and breaks ties. End debates when they are no longer valuable and shift towards building a consensus over the decision. Make fewer decisions: CEO's must make very few decisions. These should focus on core issues like product launches, acquisitions, and public policy issues. On other matters allow leaders to arrive at conclusions and intervene only when it's a...

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The management principles in "How Google Works" have significantly influenced corporate strategies and business models in several ways. Firstly, they have emphasized the importance of using data to drive decisions, encouraging companies to rely on insights from their employees who are directly working with the issues. Secondly, they have redefined consensus, encouraging open debates and the pursuit of the best idea rather than unanimous agreement. Thirdly, they have highlighted the need to manage conflict effectively, with a decision-maker setting deadlines, running processes, and breaking ties. Lastly, they have advocated for CEOs to make fewer but more critical decisions, allowing leaders to arrive at conclusions on other matters. These principles have led to more data-driven, open, and efficient management practices in many companies.

The conflict-based approach to decision making in 'How Google Works' challenges existing management practices by encouraging open debates and strong opinions among team members. This approach values the best idea for the company over unanimous agreement, which is often the lowest common denominator. It also requires a decision-maker to manage the process, set deadlines, and break ties. This approach is different from traditional management practices that often discourage conflict and aim for consensus without necessarily considering the best idea.

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