Over the past few years, Google Inc. seems to have become the staple of successful development in the realm of the global economy, which is anything but easy in the global economy. Seeing that the competitive rates in the IT field have risen in a truly gargantuan fashion, the success of Google Inc. can only be explained by the fact that the company leader incorporates the principles of the full range leadership in every single domain of the firm’s operations. As a result, the staff is provided with enough creative liberty for them to deliver high-quality performance and, therefore, help the organization maintain its status.
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A closer look at how Google Inc. operates will reveal that the company’s strategies are aimed at leveraging the core capabilities and that the specified asset of the organization determines its performance. Indeed, by allocating the capabilities of the company properly and using its resources wisely, Google Inc. has propelled itself into topping the charts of the most successful companies of the year. Moreover, the strategy chosen by Google allows for not only leveraging but also increasing its core competencies; as a result, Google Inc. manages to retain its clientele and attract new customers, at the same time covering the costs for the promotion campaigns required.
As advised by Sosik and Jung (2010), the leader and managers of Google Inc. are indefatigable in their pursuit of future growth. Neither of the company members seems to display the insouciance that smaller and less efficient companies are notoriously known for when it comes to determining plans. The recent data concerning Google’s consistent growth has shown that the significant emphasis on the domains such as mobile, video and search has made the company one of the most successful entrepreneurship period (Price, 2012, para. 2). Therefore, one must admit that Google Inc. owes a great chunk of its success to its strategy to focus on the future goals and the means of achieving them, which coincides with the foundations of the full-range leadership theory (Sosik & Jung, 2010).
Viewing the situation from the perspective of a 21st-century customer, one can hardly claim that Google responds to the unmet needs of the buyers – quite on the contrary, there is a range of competitors in the target market that offer similar products, e.g., Microsoft. As far as the unique concepts, such as Google Glass, are concerned, one can hardly consider the specified product response to a specific need; instead, it can be considered one of the company’s gimmicks. Nevertheless, the services that the company provides are of a truly stellar quality, which makes Google Inc. outstandingly competitive in the target market along with such organizations as BlackBerry, Linux, etc. The specified approach aligns with the key tenets of the full range leadership concept, as it presupposes that the company must be responsive to the social tendencies and provide the services that the customers will consider applying to their lifestyle (Sosik & Jung, 2010).
Although Google cannot be considered the leader of a monopolist market, where the services that the company provides are the only ones to cater to the needs of the target demographics, the company has a very strong differentiated position in the specified market. While other companies claim that they have similar products to offer at a relatively low price, Google still manages to retain its title as an innovator, as none of the existing companies has come even close to embracing the same amount of products and incorporate as many features into their brand products as Google has. True, the mobile phone applications offered by Google and Android phones rub shoulders. Yet, Google still has many innovative concepts (e.g., Google Glass mentioned above) and projects (e.g., Google Drive) that no other company has.
The full range leadership development policy, which Google Inc. leader adopts to control and manage the company’s key operational processes, also serves as a tool for enhancing the efficiencies and effectiveness of the production process. Seeing that the company proclaims efficient communication and the satisfaction of the organization’s key stakeholders, its main objective (Google, Inc., 2015), motivation rates are easily controllable within the organization. As a result, the efficiency and efficacy of the staff and, therefore, the quality of their performance can be enhanced with the help of the leadership strategy chosen by the company’s leader.
Even though Google Inc. has been facing increasingly tough competition in the target market since recently, especially with the enhancement of the popularity of Android and Linux, the organization still manages to retain its position as the most fertile IT company period, which can be attributed to the use of the full range leadership development principles. Embracing both production processes and social interactions between the members of the organization, the chosen approach helps Google maintain the hallmark of quality and popularity, as well as remain recognizable among the customers.
Google, Inc. (2015). Google’s mission is to organise the world’s information and make it universally accessible and useful. Google, Inc. Web.
Price, K. (2012). Google’s investment in innovative services is starting to pay considerable dividends. TBP. Web.
Sosik, J. J. & Jung, D. I. (2010). Full range leadership development: pathways for people, profit, and planet. New York, NY: Psychology Press.