Lessons learnt as a Google intern (1)

With three previous internships prior to joining Google and one more right after, I’m convinced that Google is in a world of its own.

Little wonder the company has achieved such remarkable success over a short time. I stand to be corrected, but never in history has a company grown so huge and powerful.

It has remained one of the most sought after companies by job seekers (ranking number 1 on Forbes Best Companies to work in 2007 & 2008) and is currently one of the top brands in the world.

Please, join me as I journey through some Googley lessons:

Lesson 1 – Build a unique culture
 

If I were to describe the company in one word it would be UNCONVENTIONAL. It is definitely one of the few places where you can truly be yourself.

No dress code, no fixed working hours, no unnecessary monitoring of how you carry out your work. Even Interns like me are treated like full timers.

Although it is not the highest paying tech company, it is arguably the most sought after. This is because of the knowledge of the unique way that the company is run.

Just like a recent study shows what truly motivates people, the Google culture allows for independent thinking, mastery of work and provides a sense of purpose.

You can take time to read about how they undertook their IPO. Never had such been approach been taken by a company to the US stock market.

Lesson 2 – Innovate or die
 

At Google, a great deal of emphasis is placed on innovation so there is just no time for competition. For me, innovation really never has to be from scratch.

It is more about having a different approach to solving a problem or improving an existing solution. Google was not the first search engine, but it has taken that idea and made it the best in the world.

Google Goggles (an app for Android phones) and the Pacman game embedded in the Google Home Page are a few example of the company’s knack for creative solutions.

Lesson 3 – Be more value oriented than revenue oriented
 

Google never really seeks out immediate ways to monetise their products and services. Instead emphasis is placed on making the product the best possible, getting people to use it and then later figuring out how to generate revenue.They understand the simple law that when you create value, money will follow.

Lesson 4 – Focus on the customer (user)
 

One of the popular phrases by Google is – Focus on the user and all else will follow. This is very true.

Many people and firms choose instead to focus on the revenue or profit.

I’m not sure if some business managers and owners have ever heard about customer service let alone know what it means. Another issue is developing products without involving the end-user in the development process.

I once asked someone who had two similar mobile apps on his phone which he preferred.

He answered: “The one that allows me search through easily”. User experience is a big deal at Google and we should learn to provide solutions and services that will satisfy the customer or end-user.

People aren’t stupid. They know what they want and will flock to where they can get it.

 

Source:Punch newspaper

What makes a brand social? (1)

A few months ago, I was on a study tour of one of the world’s most successful direct banks in Madrid, Spain. Over the course of a week, I learnt two fundamental lessons that continue to shape my work. These lessons speak to the issues around “what makes a social brand” (see my last week’s article).
 

Fired up and ready to burn
 

The bank’s executive team shared with me an intriguing story. The management decided to involve its employees in the process of redefining its brand values. Employees were asked to send in their individual suggestions of what the brand values should be.

Thousands of entries were received. Employees voted and the preferred choices became the new brand values of the bank. The real story here is not about the unconventional approach adopted by the executive management team.

The story lies in what they did with the rest of the “community generated brand values” that were not selected. The brand engraved all the suggested brand values on a statue of the brand’s logo. Copies of this statue were displayed prominently in all departments. They sure made interesting reading.

The brand clearly demonstrated the importance of everyone’s opinion. During meetings with various members of the organisation, I realised just how significant that exercise was to the employees. It renewed their passion, drive, commitment and zeal to do more. I recall Javier (not his real name) one of the product managers proudly taking me to a statue and showing me the brand value he had suggested. These guys were truly “fired up and ready to burn”. This was lesson number one of “what can make a brand social”. “How fired up is your team?”
 

Team work, not tim work
 

The second lesson was how teams could work seamlessly to consistently create superior products for the customer. Each product had a multi-disciplinary team consisting of at least individual specialists in product development, IT, marketing, business intelligence/strategy and operations – a minimum number of four team members. The strategy was to ensure that right from the ideation stage, all critical stakeholders are involved in shaping the ideas so that the best possible outcome is achieved. The collective wisdom of the team is harnessed at the very points where they are needed.

Sadly, this is not the case in many organisations. Frequently, teams work in silos often duplicating projects, products and efforts. Take a familiar culprit – the product team. They sometimes create seemingly “winning products/services” with minimal input from other critical stakeholders. The result – a significant number of the target audience literally go through the proverbial eye of a needle in order to find the unique selling proposition of such products or services. Stop trying to outwit the other departments. In the midst of all these fiefdoms, there lie the lost opportunities. We need a single view of the customer.
 

A social brand and its work place
 

A decision maker in a leading global fast-moving consumer goods company proudly told me that his brand had over 30 million fans on Facebook. Sadly his organisation has no active internal channels for engaging its employees. How can a brand be social when it has not created and nurtured the structures that enable socialisation in the workplace?

A growing number of employees do not believe that their opinions are valued. There seems to be a pervading atmosphere of “de-innovation”.

Any organisation that neglects the internal harmony of its employees while actively promoting a caring external image is simply living a lie.
 

From fans to cash – the missing link
 

At the end of the day, all the great stuff that happens on social media would come down to the wire – “We need to convert some of these virtual love into hard earned cash. Yes, we love the fact that you have liked and followed us all this while but now its time you gave us some of your money”.

Every member of the value chain is key to making service happen. They must be actively involved if we must achieve the expected return on effort (ROE).

Do you have adequate service recovery plans? How empowered are your employees to create “wow” moments for the customer?

Start the co-creation process within your organisation before you involve the external customer. “How social is your organisation? How social can you afford to be? Can you build a physical and/or virtual atmosphere where employees can connect, create and share in an atmosphere that is not simply another platform for company speak?”

“To lead people, first touch their heart before you reach for their hands”.
 

The making of a social brand
 

A social brand is not about its level of activity in the various technology platforms, products or events. Its perception as a social brand is reinforced or diminished with every interaction the customer has with its employees.

A social brand demonstrates its sociality in its corporate behaviour (internally and externally).

Is a social brand possible?

Yes it is. It can be formed gradually in line with a strong executive commitment to putting its internal customers first. This means deliberately creating and nurturing listening channels where employees can engage with executives without fear. It is a place where executives are demystified, chords are broken, bonds are formed, and alliances forged. It is place where a brand’s employees are its most ardent social media fans. It is a journey.

The take out for this article is simple: If we honestly believe in “People First” then it is time for some housekeeping. Charity must begin at home. Social media should not be an exception.

 

Source: punch newspaper