The impact of Larry Page on the Field of Business - Essay Example

Evaluate the impact of Larry Page on the field of Business Introduction Larry Page has elevated the significance of maintaining a hands-on approach to the business as much as possible by guiding all aspects of the company on facets such as finance, hiring, and innovation for as long as is practical. Nevertheless, in line with Sergey Brin and Larry Page’s lead, it is essential to cede operational control of the entity in the event that the business becomes too large for a few people to oversee. This reflects the significance of taking initiative and creating technology products that enhance the lives of millions of people lives in far-reaching and meaningful ways. This should be accompanied by the desire to grow the business to generate significant returns for all people involved (Gitman and McDaniel 2009, p. 5). Page has always championed a dual-class voting structure guided by a long-term focus in which the management team has control over the company’s destiny. Such a structure guarantees stability of the entity in the long-term by following the laid down innovative approach and awards the management significant control over the company’s decisions and fate (Scott 2008, p. 14). The impact of Larry Page on the field of Business Larry Page and Sergey Brin can be regarded as possessing innovative, genius, and idealistic minds that made it possible for them to develop the world’s best search engine, Google. The search engine has heralded uncomplicated and efficient searching and generated a creative and game changing mode of advertising. The culture of the workplace that Page aided to develop over the years of the entity’s existence made it possible to develop fresh and innovative ideas. The two demonstrated that in creating value, one can be able to surpass competitions and structure better products that respond to user preferences. In its start up, Google changed the rule of the game based on what the other search engines used to operate. The core aim of Google is t organize the world’s information and make the company universally accessible and useful (Sloane 2007, p. 1). Google has grown to become the internet’s most popular search engine recording revenues that surpass $6 billion yearly, besides the company has entered into mainstream culture. The companys mantra, “do not be evil," detailing doing the best things for its users. Page demonstrates that it is essential to look to the future by targeting innovation as a tool for propelling collaboration, efficiency, and productivity. Page has also demonstrated the significance of establishing a strong vision in organizing the world’s information and rendering it universally accessible and useful. Businesses should focus on the end user given that they are at the heart of a business and should remain the number one priority (Middleton 2006, p. 5). Page embodies the notion that breakthrough ideas are around the corner, but a majority of people fail to take a chance by acting on them. As the president of Google, Larry Page has motivated his employees to take risks that have yielded to fresh applications such as Gmail and Google Maps. Business managers can learn a lot from Page, who perceives the world as full of opportunity in a wide range of areas from energy to safer cars (Middleton 2006, p. 6). Similarly, Page also the world as full of timidity in which not many people are ready to place the large bets that a likely to deliver a difference in satisfying lest challenges. Google can be regarded as genius start-up stories whereby Larry Page and his partner Brin developed Google Inc. based in a friend garage in Menlo Park, California. Since the incorporation of the company, Google has grown tremendously to nearly 20,000 full-time employees globally, and with a firm stream of new product developments, partnerships, and acquisitions, enabling the company to broaden its reach far beyond its modest start up as a web search engine. Page has also actively engaged in the philanthropic arm of the company, Google.org that supports and engages in developing renewable energy, and disaster and relief efforts. This demonstrates the centrality of corporate social responsibility in business operations (Gawarzynska 2010, p. 3). As the CEO of Google, Page is responsible for undertaking the company’s day-to-day operations, as well guiding the company’s product development and technology strategy. Page has always maintained the significance of coming up with fresh solutions and refining the products, and not allowing the differing styles of management to ruin the partnership in business, but rather utilizing them to benefit the business (Scott 2008, p. 15). Larry Page has demonstrated the significance of developing a business culture that transforms the company into a community in which the employees feel that they are part of the company. Businesses should consider employing the policy of innovation. This guided by Larry Page’s philosophy of encouraging Google employees to pursue their work-related projects for 20% of their weekly time (Dodgson, Gann and Salter 2008, p. 3). Page has always maintained that his core aim “is not to enhance by 10% but by a factor of 10, which propels the push for new products. This view has aided Google to enter into diverse markets such as webmail, mobile, and social. Larry Page has truly distinct skills for a CEO given that, he does not allow pleasing stockholders to hold him back in propelling the company forward (Aydogan 2008,p. 203). Page views incremental improvement as likely to be obsolete overtime, contrary to most CEO’s who perceive incremental enhancement as the easiest way to maintain their position in the company (Diamond 2008, p. 40). Page urges entrepreneurs to believe in their audacious ideas by pursuing ambitious ideas that bear the potential of changing the world. This may entail attracting incredibly smart individuals to achieve something worthwhile, irrespective of whether that entails the original goal (Ferrell, Fraedrich and Ferrell 2013, p. 39). When addressing Michigan graduates, Page one remarked “when no one else is crazy enough to undertake something, then it is probable that none has competition. The other strategy entails building a team and avoiding bureaucracy. Page has always insisted on being actively engaged at each hire at Google, and the majority of the early employees has stuck around due to his approach. Page and his recruiters continue to pursue thousands of bright young graduates to join Google while, at the same time, he is modestly cutting or reassigning middle management and bureaucracy (Ferrell, Fraedrich and Ferrell 2013, p. 40). It appears that Page has a problem with traditional management with the constant reorganization of the company reinforces this notion. The other strategy entails being quick and concise whereby Page has been working to cultivate a faster, livelier management approach at Google, which presently employ close to 26,000 people around the world. Page requested the staff to award him 60-word updates or pitches on their present projects intended to impress and compel. This is in pursuit of facilitating faster decisions and openness, which aids executives to make time for collaboration and quick choices (Daft 2011, p. 267). This is in pursuit of immediacy-minded attitude in the running of companies. Page roots for adding fresh features to enhance the usability of a business’ products, and bring substantial rewards and enhance Google’s reputation (May 2010, p. 4). However, Page has also lessons that he stands to learn given that, despite the lessons that Page has to offer, he certainly has several to master. Larry Page needs to communicate more to the media, Google partners, and to others. Being the CEO of the company that he co-founded, Page needs to communicate more to the outside world. In most cases, when speaking to the media, Page appears a bit reserved in setting out his world view. Indeed, Page may have paid a tremendous price for the inadequacy of this quality given that Google stock initially declined by close to 8% in 18 April, 2011 a day after earnings announcement. The slump was blamed on Page for not holding a question and answer session with investors at a post-earnings conference. Page may also require learning some lessons on dealing with adversity, especially with its relation to government anti-trust regulators. For instance, 2011, in Microsoft filed an anti-trust related complaint against Google and the trend will likely continue. Page also maintains that lawsuits and competition do not render companies to fail (Ferrell, Fraedrich & Ferrel, 2013). This may be a dangerous assumption given that some lawsuits may dent the health of the business operations. Conclusion Larry Page has demonstrated that a little top-down leadership goes a long way. Although, Larry Page remains something of an enigma, his leadership style and ideals remain increasingly clear. Business managers can learn numerous lessons from Google co-founder. In spending $1 billion on patents avails a crucial clue demonstrating what matters the most to Page, which is innovation. Indeed, innovation is central to business survival and success. Although, some people allege that Larry Page is attempting to emulate Steve Jobs, Page’s leadership style can be regarded as distinct informed by his background as an engineer, and he is probable to have learnt some lessons from General Motors’ woes. Larry Page’s management style remains relevant to an individual growing a business or pursuing to stay ahead of fierce tight competition, not to mention complacency. References List Aydogan, N. (2008). Innovation policies, business creation and economic development a comparative approach, New York, Springer. Pp.202. Daft, R. L. (2011). Understanding management, Mason, OH, South-Western Cengage Learning. Pp.267. Diamond, S. (2008). Web marketing for small businesses 7 steps to explosive business growth, Naperville, Ill, Sourcebooks, Inc. pp.40. Dodgson, M., Gann, D. M., & Salter, A. (2008). The Management of Technological Innovation Strategy and Practice, Oxford, OUP Oxford. Pp.3-4. Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2013). Business ethics: ethical decision making and cases, Mason, OH, South-Western/Cengage Learning. pp.39-40.. Gawarzynska, M. (2010). Open innovation and business success, Hamburg, Diplomica-Verl. Pp.3-4. Gitman, L. J., & McDaniel, C. D. (2009). The future of business: the essentials, Mason, OH, South-Western Cenage Learning. Pp.5-6. May, G. L. (2010). Strategic planning fundamentals for small business, New York, Business Expert Press. Pp.4. Middleton, J. (2006). Gurus on e-business, London, Thorogood. pp.5 Scott, V. A. (2008). Google, Westport, Conn, Greenwood Press. Pp.14. Sloane, P. (2007). The innovative leader how to inspire your team and drive creativity, London, Kogan Page. pp.1-3. Read More