Google’s Redesign Challenges

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The complexities of Google redesign include technical, connectivity, management, and external influences. According to Walt (Mossberg, 2016), the firm has recently decided to turn into a full-sized, vertically integrated computer manufacturer that will manage it control and combine applications, hardware, and environment architecture. In terms of short and medium-term decisions, the decision may be a very bold and significant step, posing obstacles to other big players that have dominated the tech industry. Google believes that the hardware devices such as the Google Home intelligent speaker and the Pixel phone it had rolled out the previously paved way to the future technology, the artificial intelligence it plans to unveil. This redesign challenge puts Google employees in a spirit to remain innovative.

Google abroad and home regulators have watched every move Google made. When Google decided to acquire flight information provider (ITA) in 2010, the Justice Department took almost a year to drop the charges amid prevalent consideration of Google’s capacity to favor its travel listings during the search. Google received criticism from Yelp due to preferential treatment to local businesses and restaurants’ reviews. Thus, for Google to fully go and dominate the global tech industry, it must counter antitrust challenges (Levy, 2014). The process of countering anti-trust challenge should begin by intensive and comprehensive training of the employees to remain at the heart of the company’s corporate culture, which eventually builds loyalty and trust for the company.

Another redesign challenge is that of advertising to generate adequate traffic and leads. Google marketers are straining to produce sufficient demand for the company’s products and services. With many alternatives of options for Google marketers to broadcast their content and the many ways there are to promote these contents, it is difficult to know exactly which market segments to focus their efforts. Moreover, it is difficult to determine the nature and type of content Google audience wants. Besides the many options of promotion present and the challenge to determine which one will reach the intended audience, Google faces the challenge of slowing growth in its ads on mobile that declines the volume for clicking (Marvin, 2014). The challenge. When the ads challenge is overcome, Google can have feeds/news/timelines swiped to infinity, a move that will constantly present in-steam mobile promoters extra opportunities of their ads being seen. Thus, employees must see the essence of innovation in this area, as it will determine much of Google’s revenue sources.

Another redesign challenge is that of apps attention fragmentation and ads budgets. In an article by Ginny Marvin (2014), most people spend their time on apps in their phones. This reduces engagement time with the mobile web, something that Hartley had warned of the apps threatenin g the use of google and search. In addition, the Google’s search app traffics hardly secures acknowledgement during analysis of Googles mobile businesses. This is a redesign challenge as people fail to open their web browsers to search for content since they have apps performing similar functions. However, these Google apps present in Google Play, Youtube, Gmail, and Google Maps are ramked top seven apps on comScore’s listings and present best ad opportunities.

Transparency is another redesign challenge that is dogging Google. This is because it is not ready to follow the direction of companies such as Facebook, Yahoo, and Twitter, which opts to offer separate reporting regarding their revenue and mobile performance. Instead of Google providing information on moble performance, the management told SEC that a disclosure of such information is too confufing. Thus, the conventional wisdom indicates that Google would be telling a story if it had good story to tell on mobile performance, something that puts its transparency at the nooks (Marvin, 2014). Due to lack of transparency, investors are unwilling to invest in the company and thus missing out on particular moves that could lead into growth of the company’s revenue. Google should advocate transparency on part of its staff.

Evaluation, performance, or control mechanism that Google can use to inspire innovation and motivate its employees

Inspiring innovation

In order to inspire motivation, Google should establish clearly focused and defined vision, measurable goals which clearly define the expected actions to emerge out of innovation, and create a system that tracks and manages innovation.

Google should come up with a forum that allows for exchanging of ideas between team members and co-workers, effective practice for brainstorming and establishment of an innovation team whose duty to oversee innovation as the priority of the business.

Conducting research in order to understand how other organizations inspire innovation by setting goals to identify 4 to 5 organizations with innovation success and finding business coach to learn new ideas and concepts from them.

Development of proactive approaches where new ideas are generated by posing list of challenges and questions to different teams within the organization, creation of some innovation momentum through the selection and commitment to a project, which must result to a quick win and thus a confirmation of innovation.

Rewarding innovation and creativity in creative and personal ways giving consideration to a person’s values and interests, creation of a challenging environment that has fun, and breaking down of individual isolations and creating opportunities where people bounce their ideas off each other (Ebersole, 2011).

Inspiring Employees

Google should use mixed strategies to inspire their workers. Employees are inspired using both financial and non-financial rewards.

Financial rewards

One of the main motivator is money. Google should thus offer direct compensations (salary and wages) to employees, insuring their health, at risk pay, which depends on factors such as team, individual, or organization performance. Money meets individual needs, instigates positive reinforcement, helps employees meet their goals and expectations, and creates equity when employees are paid equitably depending on one’s performance.

Nonfinancial Rewards

Recognition programs

Google’s management and leadership heads should learn to recognize those employees with exemplary performance through words such as “well-done” or “thank you”. Employees should be recognized for innovative suggestions, exceptional performance, attendance, length of service, sales performance or safety through activities such as celebration of their retirement. Other rewards under recognition programs that Google should focus are gift certificates, household items, company logo merchandise, jewelry, electronics and recreational items or a night or two in a company’s hotel as a guest.

Making the job pleasurable and interesting

In other situations, work can be the reward. Google should consider making most of the working environment exciting through reconfiguration of the work to what employees like best. Employees should be given opportunities to grow and learn, both professionally and personally. All workers should be respected. Jobs should be made important by making their purpose in the organization clear, and individual social needs of the workers should be met as part of the job (Sturman, 2011).

References

Ebersole, G. (2011). 20 Tips To Initiate & Inspire Innovation From Your Strategic Thinking Business Coach. Retrieved from Forbes: http://www.evancarmichael.com/library/glenn-ebersole/20-Tips-To-Initiate–Inspire-Innovation-From-Your-Strategic-Thinking-Business-Coach.html

ESKESEN, A. M. (2011). Google and the Challenges Ahead. published online. Retrieved from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=5&cad=rja&uact=8&ved=0ahUKEwiYkpKU67_SAhUrCcAKHVPECagQFggzMAQ&url=http%3A%2F%2Fpure.au.dk%2Fportal-asb-student%2Ffiles%2F38820618%2F36292015.pdf&usg=AFQjCNGO-ujob44dtGerb4Ww3V0Vvrbeww&sig2=5hfA

Levy, A. (2014, August 19). Five problems Google faces in the next 10 years. Retrieved from CNBC: http://www.cnbc.com/2014/08/17/five-problems-google-faces-in-the-next-10-years.html

Marvin, G. (2014, December 22). Can Google’s search and display businesses compete as native in-stream advertising takes hold on mobile? Retrieved from Marketing Lan: http://marketingland.com/google-search-mobile-native-ads-111819

Mossberg, W. (2016, October 5). Mossbefr: How Google’s bold moves shake up the tech industry. Recode. Retrieved from http://www.recode.net/2016/10/5/13170890/mossberg-google-hardware-software-pixel-home-daydream-ai-phone

Sturman, M. C. (2011). Motivating Your Staff to Provide Outstanding Service. Cornell University School of Hotel Administration: The Scholarly Commons, 2-16.

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