A Google vezérigazgatója a Business Week-nek adott interjút. Megtudhatjuk végre, hogy a 80 százalékos munkaerő jobb, mint a 100 százalékos, és hogy azért a Google-nak is lesznek nehézségei innováció terén. Az is kiderül, hogy honnan ismerszik meg a jó programozó csapat.

Can other companies emulate Google's famous model of letting engineers spend about 20% of their time on projects outside their main job?

The story of innovation has not changed. It has always been a small team of people who have a new idea, typically not understood by people around them and their executives. [This is] a systematic way of making sure a middle manager does not eliminate that innovation. If you're the employee and I'm the manager, and I sit down and say, "Our product's late, and you screwed up, and you gotta work on this really hard," you can legally say to me, "I will give you everything I've got, 80% of [my time]."

It means the managers can't screw around with the employees beyond some limit. I believe that this innovation escape-valve model is applicable to essentially every business that has technology as a component.

Why aren't many other companies doing this, too?

I think it's cultural. You have to have the culture, and you have to get it right.

What obstacles does Google face in continuing to innovate?

A problem that we face now is that we have people in multiple sites. It's a problem that everybody faces, but we're going to face it bad. We have, like, 50 locations.

So you still need that face-to-face contact?

The best programming team is a "telephone call," which is two people, you and I, programming together. The second-best programming team is, everybody fits into a single room. All other variants are bad.

 

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