5. 拉里?佩奇和謝爾蓋?布林
公司名稱：谷歌
銷售額：379億美元
市值：2,032億美元
員工人數(shù)：32,500
建議：創(chuàng)新不計成本
????保羅?麥卡特尼自稱曾夢到《Yesterday》（這首唱片史上被翻唱最多的歌曲之一）的曲調(diào)。無獨有偶,，拉里?佩奇也記得1996年的那個夜晚,，當時他才23歲，真真切切地夢到將整個網(wǎng)絡下載到了電腦中,?！拔易テ鹨恢ЧP，開始寫下來,，”谷歌共同創(chuàng)始人兼首席執(zhí)行官佩奇稱,。“我半夜里爬起來寫下了細節(jié),，自信這個點子行得通,。”
????當然行得通了,。2011年第四季度,，谷歌（Google）的季度營收首次突破100億美元。每天全世界使用谷歌搜索的次數(shù)達到了驚人的25億次,。但在所有這些令人驚異的數(shù)據(jù)中,，不得不提的或許是谷歌的無處不在。還有一項數(shù)據(jù)可能更能說明問題：39歲的佩奇和共同創(chuàng)始人38歲的謝爾蓋?布林過去三年的研發(fā)投入總計達到了118億美元,。
????如此巨大的投入推動了無以倫比的創(chuàng)新,，使得谷歌在搜索引擎領域遙遙領先。公司規(guī)模不斷擴大的同時如何保持創(chuàng)新,，這往往是所有成長型公司最難逾越的障礙,。對于去年成為首席執(zhí)行官的佩奇而言，這可以歸結(jié)為他們所謂的70-20-10法則,。
????“大約70%的人從事公司核心業(yè)務,，”布林解釋稱?！凹s20%的人從事鄰近領域和業(yè)務擴張,，10%的人做其他任何事情,。隨著我們產(chǎn)品寬度的日益拓展，那10%越來越難找到,。但我相信這很重要——讓人們保持創(chuàng)造力,，跳出條條框框?！?/p> |
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5. Larry Page and Sergey Brin
Company: Google
Sales: $37.9 billion
Market Value: $203.2 billion
Employees: 32,500
Advice: Spare no expense on innovation.
????Just like Paul McCartney, who says he literally dreamed the melody to "Yesterday," one of the most covered songs in the history of recorded music, Larry Page recalls the night in 1996 when he was 23 years old and had vividly dreamed about downloading the entire web onto computers. "I grabbed a pen and started writing," says Google co-founder and CEO Page. "I spent the middle of that night scribbling out the details and convincing myself it would work."
????It certainly did. For the first time ever, in the final three months of 2011, Google exceeded $10 billion in quarterly revenue. Every day people around the world now use Google for an astounding 2.5 billion searches. But in all the gee-whiz statistics one could cite about the ubiquity of the company on the web, one statistic is even more telling: Page, 39, and co-founder Sergey Brin, 38, have spent $11.8 billion on research and development in the past three years.
????That money fuels an innovation machine second to none, one that has moved Google well beyond its dominating lead in the search engine business. Staying innovative while scaling into a behemoth organization is often the most difficult passage for any growth company. For Page, who became CEO last year, and Brin, it comes down to what they call the 70-20-10 rule.
????"About 70% try to work on the core efforts of the company," explains Brin, "about 20% goes to adjacent areas and expansion, and for the 10%, anything goes. As we have expanded our breadth of offerings, it's actually harder and harder to find the 10% out there. But I think that's important -- to let people be really creative and think outside the box." |
