What
The main case of “Triumvirate of Google” focuses on the ideologies, philosophies, and behaviors of Google’s main three figures, Sergey Brin, Larry Page, and Eric Schmidt. The case shows the distinctions between managerial and leadership responsibilities and the way they are divided in the company. Analyzing leadership and management, it can be said that their differences can go beyond their definitions. In the case, the managerial and the leadership characteristics are joined in the triumvirate formed inside the company. In that regard, a formal distinction between the two concepts clarifies the implementation of both in the case. The general perception of both terms is that management proposes a strict and formal system of relations in the company, while leadership symbolizes unity and the model of behavior of employees’ group. Both leadership and management make valuable contributions to the company (Nelson & Quick, 2009). In this case, it can be seen that all of the figures in the triumvirate share leadership and managerial activities.
Who
The main participants of the triumvirate are the founders of the company, Sergey Brin and Larry Page, and the company’s CEO and board chairman Eric Schmidt. Larry Page, the president of products, and Sergey Brin, the president of technology, were two Stanford’s Ph.D. students, who met in 1995 (Google, 2009). The mutual search server development named BackRub, expanded into a data center they formed in their room. They found Google in 1998 and after the company went public in 2004, Google shares went to worth more than $80 billion. (Vise & Malseed, 2005) Eric Schmidt was invited to the company in 2001, in order to provide “the organizational and the operational expertise and leadership for Google ” (Nelson & Quick, 2009, p. 432). Previously working in Novell, where managed the strategic planning of the company, and Sun Microsystems where he led Java development department, Schmidt mainly took the managerial role, in which he was a professional, unlike Brin and Page.
When
It was in 2001 when the triumvirate was formed, and subsequently in 2007, when Schmidt was elected as a chairman, this triumvirate was in its full force. The main turning point can be seen through the transformation of the company from being merely a leader in innovative technologies, into a corporation with a distinct culture, behavior and policies. In that regard, this transformation can be seen through the distinction of the functions between the main figures in the organization. Additionally, the timeline of Google’s achievements with Schmidt on board included several acquisitions, which brought the anger of the business community in the world. Such acquisitions as eBay, and Youtube, as well as entering the market of desktop software, Wi-Fi services, might indicate that the created organizational strategy of the triumvirate does not seem to work outside of the company.
How
The distinction between the functions of the triumvirate can be seen through the division of the managerial and the leadership activities between their members. Although Brin and Page can be seen as leaders in the company, with Schmidt taking the managerial part, they nevertheless take part in each type of the activity. It can be seen in the case that such managerial responsibilities as hiring and recruiting, solving problems and planning are shared among all of the triumvirate members. For example it can not be said that hiring only class A talents is the direct responsibility of Schmidt. Similarly, advertising initiatives, although strictly a financial aspect, it is the responsibility of Brin.
The same can be said about leadership, where it can be defined in the context of an organization as “the process of guiding and directing the behavior of people in the work environment” (Nelson & Quick, 2009, p. 398). The leadership in the case was about guiding the organization, establishing their vision, and motivating people. Accordingly, the leadership activities were divided within the triumvirate, which can be evident in such tasks as creating a distinct working environment in the organization, creating the perception of the company in the mass media, fostering creativity and promoting generous rewards as a motivation for the employees.
Why
The main reason for such division can be seen through the creation of a company, in which the founders will remain in complete control of the business and its culture, and at the same time having the opportunity to maintain the pace of innovation in the company, rather than being completely involved in organizational management. Additionally, it can be said that the reason of the triumvirate leadership is explained through the desire of the leaders to develop effective followership in the company. In the modern view of followership, the people are active, self-responsible, loyal and creative. In that regard, a demonstration of the leaders’ desire to develop active followership is seen through the way the employees divide their time in the company, i.e. 70% to Google’s core business, 20% off-budget projects, and 10% to far-out ideas (Nelson & Quick, 2009, p. 432).
References
Google (2009). Corporate Information. Google.com. Web.
Nelson, D. L., & Quick, J. C. (2009). Organizational behavior : science, the real world, and you (6th ed.): South-Western Cengage Learning.
Vise, D. A., & Malseed, M. (2005). The Google story. New York: Delacorte Press.