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  • September 2008 (Revised July 2011)
  • Case
  • HBS Case Collection

Keeping Google 'Googley'

By: Boris Groysberg, David A. Thomas and Alison Berkley Wagonfeld
  • Format:Print
  • | Language:English
  • | Pages:23
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Abstract

This case, set in 2008, examines how Google has worked to avoid potential negative byproducts of rapid growth such as bureaucracy, slow decision-making, lack of visibility, and organizational inconsistency. When the case protagonist, Kim Scott, started with Google in 2004, she wondered if she would still be there in several years as she liked small, entrepreneurial companies. In 2008, she was pleased that Google still had the same entrepreneurial energy that it had when she joined. She and her colleagues reflect on how Google has been able to maintain its culture as the company keeps doubling in size.

Keywords

Entrepreneurship; Growth and Development Strategy; Organizational Culture; Internet; Information Technology Industry

Citation

Groysberg, Boris, David A. Thomas, and Alison Berkley Wagonfeld. "Keeping Google 'Googley'." Harvard Business School Case 409-039, September 2008. (Revised July 2011.)
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About The Authors

Boris Groysberg

Organizational Behavior
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David A. Thomas

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Related Work

    • April 2009
    • Faculty Research

    Keeping Google "Googley" (Abridged)

    By: Boris Groysberg, David A. Thomas and Alison Berkley Wagonfeld
    • June 2012
    • Faculty Research

    Keeping Google "Googley" (TN)

    By: Boris Groysberg
    • September 2008 (Revised July 2011)
    • Faculty Research

    Keeping Google 'Googley'

    By: Boris Groysberg, David A. Thomas and Alison Berkley Wagonfeld
Related Work
  • Keeping Google "Googley" (Abridged) By: Boris Groysberg, David A. Thomas and Alison Berkley Wagonfeld
  • Keeping Google "Googley" (TN) By: Boris Groysberg
  • Keeping Google 'Googley' By: Boris Groysberg, David A. Thomas and Alison Berkley Wagonfeld
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