MARC Record from marc_columbia

LEADER: 03856cam a2200409 a 4500
001 8641423
005 20131021150916.0
008 101202s2011 nyu b 001 0 eng
010 $a 2010049964
020 $a9781416596585
020 $a1416596585
020 $a9781416596714 (ebk.)
020 $a1416596712 (ebk.)
024 $a99954713634
035 $a(OCoLC)ocn555641621
035 $a(OCoLC)555641621
035 $a(NNC)8641423
040 $aDLC$cDLC$dYDX$dBTCTA$dYDXCP$dUPZ$dMOF$dIH9$dORX$dVP@$dCDX$dABG$dSHH$dNLGGC$dNSB$dEEK$dBDX$dMBE$dALAUL$dTTU
042 $apcc
043 $an-us---
050 00 $aHD9696.8.U64$bG6657 2011
082 00 $a338.7/6102504$222
084 $a05.38$2bcl
100 1 $aLevy, Steven.
245 10 $aIn the plex :$bhow Google thinks, works, and shapes our lives /$cSteven Levy.
246 30 $aHow Google thinks, works, and shapes our lives
250 $a1st Simon & Schuster hardcover ed.
260 $aNew York :$bSimon & Schuster,$c2011.
300 $av, 424 p. ;$c25 cm.
504 $aIncludes bibliographical references (p. 391-407) and index.
505 00 $gThe$tworld according to Google: biography of a search engine --$tGooglenomics: cracking the code on internet profits --$tDon't be evil: how Google built its culture --$tGoogle's cloud: building data centers that hold everything ever written --$tOutside the box: the Google phone company and the Google TV company --$tGuGe: Google's moral dilemma in China --$tGoogle.gov: is what's good for Google, good for government or the public? --$tChasing taillights.
520 $aWritten with full cooperation from top management at Google, this is the story behind the most successful and admired technology company of our time. Few companies in history have ever been as successful and as admired as Google, the company that has transformed the Internet and become an indispensable part of our lives. How has Google done it? The author, a technology reporter was granted access to the company, and in this book he takes readers inside Google headquarters, the Googleplex to show how Google works. While they were still students at Stanford, Google cofounders Larry Page and Sergey Brin revolutionized Internet search. They followed this brilliant innovation with another, as two of Google's earliest employees found a way to do what no one else had: make billions of dollars from Internet advertising. With this cash cow (until Google's IPO nobody other than Google management had any idea how lucrative the company's ad business was), Google was able to expand dramatically and take on other transformative projects: more efficient data centers, open source cell phones, free Internet video (YouTube), cloud computing, digitizing books, and much more. The key to Google's success in all these businesses, the author reveals, is its engineering mind set and adoption of such Internet values as speed, openness, experimentation, and risk taking. After its unapologetically elitist approach to hiring, Google pampers its engineers, free food and dry cleaning, on site doctors and masseuses, and gives them all the resources they need to succeed. Even today, with a workforce of more than 23,000, Larry Page signs off on every hire. But has Google lost its innovative edge? It stumbled badly in China, and the author discloses what went wrong and how Brin disagreed with his peers on the China strategy. And now with its newest initiative, social networking, Google is chasing a successful competitor for the first time. Some employees are leaving the company for smaller, nimbler start ups. Can the company that famously decided not to be evil still compete?
610 20 $aGoogle (Firm)
630 00 $aGoogle.
650 0 $aInternet industry$zUnited States.
852 00 $boff,bus$hHD9696.8.U64$iG6657 2011
852 00 $bmil$hHD9696.8.U64$iG6657 2011