Front End of innovation EMEA conference today with a presentation on How Does Google Stimulate Internal Innovation to Serve Users and Clients? from Patrick Warnking, the Country Manager, of Switzerland, Google.
In an example of innovation from Google, Warnking showed us an art project that shared over 700 pieces of art and made them accessible to all via technology. Next, he used the Twitter Arab Spring example, to show how Google's Voice to Twitter innovation helped an entire people launch a political revolution after being censored from the web. Lastly he demonstrated how Google+ allowed the Dalai Llama and Archbishop Desmond Tutu to "hangout" and have a live conversation accessible to the world via the web.
One of the biggest challenges at Google is to stay innovative.
They have a corporate culture of innovation that always puts user first.
Revenue isn't a priority - great products are, for instance speed is more important than perfection at Google.
There is also a high tolerance for failure - 70% of their products fail. This is not a big problems, failures are to be learned from.
Google believes every employee is responsible for innovation. Ideas come from everywhere.
In addition, Google, hires the best talent in the market and they do it in a very democratic way - prospective employees go through a round of several interviews and are basically voted in.
Employees are also given the freedom to initiate new products. There is also a resource allocation for innovation. Employees are encouraged to "eat their own dog food."
In the end, all decisions are driven by data.
Front End of Innovation EMEA in Zurich, Switzerland
the 6th annual