《How Google Works》读后感精选10篇

　　《How Google Works》是一本由Eric Schmidt / Jonathan Rosenber著作，Grand Central Publishing出版的Hardcover图书，本书定价：USD 30.00，页数：304，文章吧小编精心整理的一些读者的读后感，希望对大家能有帮助。

　　《How Google Works》读后感(一)：互联网：重新定义公司

这本书传授了在互联网时代，如何造就一家高科技公司。
信息结构的改变影响了我们这个时代：
1每个人都能接触大量的信息，利用网络分享的工具
2网络的连接作用能够改变很多行业的服务和分发方式
以上两点进一步改变了很多关系：企业与员工的关系，合作与竞争关系，商业链条中多边利益方的关系，用户与产品的关系等等
这本书明确了互联网公司和传统公司最大的区别：人和决策。
人，是指书中大量篇幅介绍如何识别、聘请、激励、帮助人才。
决策，即在这个快速变化的时代，决策机制也发生很大改变：由于变化，只有依赖深刻的技术洞见和商业洞见、建立创新项目决策的原则、塑造创新孵化进化的机制，才能在看似混沌的市场抓到发展的脉络

　　《How Google Works》读后感(二)：在没有Google的时候，我们都做些什么

如果说政治体的决策过程充满了假象民主和大多数暴政，大公司作为经济体则有足够的自由度走向极端，你既可以军队式的绝对独裁，也可以亚美族式地绝对无政府主义。因此此类书与其是Business Model的传授，不如说是价值观的传教。李嘉诚的书大体是中国古典智慧和英式绅士风度的结合，李开复的书大体是美式精英主义在现代中国开放经济下的登场，马云的书大概是安得广厦千万间的中国文人式情怀巧遇科技新机遇的迸发，而Eric, Sergey和Larry的谷歌就应该是互联网世界的创造思维和新自由主义精神的集大成者。
谷歌成长为如此之大，不免俗地会固化一些要求、流程、思维方式。但是到今天奠基其基础的核心内涵还在，即以技术人员为核心、自主创新、开放平台、流程最简化、数据化民主决策，以及秉承一定道德标准。说着容易，却极难实施。但这又恰恰是每个组织和个人应该做的，回到最基本的信仰和价值观，思考，确定，并在每一次需要作出重要决定时都严格地沿袭这些原则。
在Scott Galloway传阅甚广的Gang of Four演讲中，互联网四巨头的飞速增长和裂变被拿来与一些不成气候的经济体对比，似乎显得格外惊人。但是如果都拿Amazon和冰岛的GDP
相对比，反而要忘了Goldman Sachs市场总值和欧盟强国GDP的可比性。在互联网行业待久了，未免生出这个时代是geek的时代的错觉。如果你经常飞到太空里回看这个世界，你会发现Mark Zuckerberg和Elon Musk们也许一直在制造雷声，但是更多的雨水还似乎都下到了华尔街上和石油大亨家里。后者们称霸的世界让社会显得充满欺骗、虚妄和投机取巧。前者们尽管有时候也是机会主义者，但却是聪明而勤恳的机会主义者。因而他们让这个世界看起来更有希望。然而如果处处把谷歌诸如OKR、Default to Open、三头并立、Work Eat and Live Together等标语当做圣经，就恰恰违背了这一行业最需要的独特性和创新精神。
没有Google的时代似乎是很久以前，我们也似乎想不起那时候除了百科全书还有什么其他快速获取信息的方式。不过如果没有谷歌，我们的生活一定不会比现在差。人类的智慧总是会创造出满足当下需要的工具。我们每个人都是在DNA里就写好的会制造工具的灵长类智猿。

　　《How Google Works》读后感(三)：How google works, 是技术还是管理？

我完整阅读过的英文书籍没超过20本，其中大部分还是教科书，但Eric Schmidt（Google前任CEO）和Jonathan Rosenberg（前任产品副总裁）合著的《How Google Works》绝对是一本让我有冲动想翻译给大家看的书。无奈最近几年忙于明道早期，惭愧精力不济，只能有待同道中人了。我这么说，算是一个号召吧。
两位领导人在Google的独特管理实践，他们各自不同的背景，与两位杰出创始人，以及一群Smart Creatives（这是本书对典型Googlers的一种描述，难以翻译）的十年协作，带给读者难得的信息和经验，书中披露的Google幕后故事能够给科技创业者带来极有意义的启发。这其中包括早期PageRank算法的诞生，及其与其他搜索引擎产品相比较的技术和理念优势；Google商业化（AdWords）的离奇故事，自发创新的Gmail的诞生，退出中国市场时鲜为人知的事实，近两年面对Facebook竞争压力下，催生Google+的故事，还有造就出无人驾驶汽车，Project Loon的Google x。
书中还介绍了Google从创办初期就形成的管理行动案例，包括管理层的TGI Fridays聚餐会议，以Demo为核心的ideation过程，20%自由工作时间的实质，”don’t be evil“企业价值观的起源和作用等。
但是两位并没有仅仅向读者讲述这些引人入胜的故事，而是在故事背后，无比诚恳和透明地向读者阐述了Google十五年积淀的企业文化，战略形成，人才理念，独特的共识决策模式和Google对创新的理解；他们还特别花费笔墨讲述了创业企业内部沟通的原则。每一个章节都贯穿了Google的重要史实，有趣的细节和背后的颠覆性管理理念；几乎每一段都是和传统管理观念的Battle，但你一一读来，心悦诚服，因为作者真正站在了这个时代，甚至更加未来的时点为管理实践者描绘清楚了一个必然的清晰趋势。这些管理变迁的实践不仅对科技行业是必然，对所有其他行业来说，也只是时间早晚而已。即使在中国的TMT创业者，也会觉得他们描述的环境和趋势是实际和入世的。
本书的最后一段，是我特别难忘的，在这里，Eric感叹时局，畅想未来的颠覆和被颠覆，我就把这段翻译给大家吧。
“我们两人对一切的变化力量也无法免疫。除了所有我们学到的和被迫学到的东西，还有太多事情我们依然懵懂。即使我们始终努力站在技术的潮头，密切注视着它在怎样冲击产业，我们永远无法像下一代smart creatives那样准确抓住机会。
“我们出生在用固定电话去电影院约会的年代，那时候约会还叫Date，而不是Hanging out，宽带对我来说就是一个“更大尺寸的信箱”。我们每天都看到那些神奇和自信的年轻人来告诉我们哪些会发生，哪些会改变；即使是到了做决策的时候，他们来告诉我们的次数和我们指令他们的次数几乎一样的多。这就是我们的命运，被一波又一波的smart creatives包围。
“我们可以确信，除了他们以外，一定还有几十甚至几百个人正在试图把Google扳倒，也许他们会失败，但也许不会；也许在某个车库，寝室，实验室或者会议室，一位勇敢的商业领袖正在集结一小群smart creatives，他们也许正读了我们这本书，用我们的想法来创建一家企业最终让Google出局。很讽刺是吗？但商业上哪有永远不倒的企业？
“有些人觉得这很可怕，而我们却觉得这很激动。”
明道创始人 任向晖

　　《How Google Works》读后感(四)：书中小故事

乔布斯的扭曲力场：
Eric first met and started working with Steve Jobs in 1993. When Eric was at Sun and Steve was at NeXT. NeXT was built using a computer language called Objective-C. Steve started extolling the virtues of Objective-C and tried to convince the computer scientists from Sun that they needed to use it in the next-generation programming framework they were developing. Eric knew that Steve was wrong on some of his technical points, but Steve's arguments were so persuasive that Eric and his Sun colleagues couldn't figure out exactly HOW he was wrong. They stood by their car in the NeXT parking lot after the meeting, dissecting the discussion and trying to escape what was often called the Jobs "reality distortion field." No such luck. Steve saw them in the parking lot and rushed out to continue the conversation. For another hour.
对前员工的玩笑：
We had one talented yong product manager, Jessica Ewing, who helped us launch iGoogle and had a very bright future at the company. But she also had a burning desire to try her hand at writing. Think about your career trajectory, we advised. Think about those stock units you still have to vest. She did and left anyway. Jessica, we haven't heard from you in a while! Why don't you write？

　　《How Google Works》读后感(五)：Some good idea for how to work on current "Internet Centry" , 2016-10-12~2016-12-3

Finally I finished this book with about 2 months. It shows us some interesting stories in their internet market. Like it said “Microsoft reported spending 11 billion USD in attempt to knock Google off its perch as a key player in the Internet searching and advertising business (Page 9).” We all know the result. In the page 89, it explain why Google keep the secret of the algorithm of its search engine, to avoid someone else use this to make a bad product which will bring the customer bad experience and maybe hurt the customer with false advertising. But it also said they open the source of the Android system is to share with the world and make everyone to optimize the system, to create one platform. Their attitudes on these two products are quite difference and contradict to each other. If they open the algorithm to the world, it could also be optimize by lots of users. Meanwhile the opened Android system also brings the safety problems for the users. Like the ID and credit card information steeling on mobile phone which installs the Android system. So my opinion for this is that the search engine is the most profitable product in Google. This is why they will not share with others. But for the Android system, the Google want to occupy the mobile terminals market with their search service while Apple already dominated this segment. They need to develop in this segment ASAP, and make this system easy to use for the all the non-Apple mobile phone will the fastest way to do. The most valuable part of the book for me is that it explains how the Google Company works, especially in their smart-creative culture and some unique management principle.
It describe the worse part of traditional business model. In the old model, even the product is sucks, it also can bring a good return. “First, consumers have never been better informed or had more choice. It used to be that companies could turn poor products into winners by dint of overwhelming marketing or distribution strength. Create an adequate product, control the conversation with a big marketing budget, limit customer choice, and you could guarantee yourself a good return (Page 13). ” Mentioned that Peter Drucker write in his The Essential Drucker (HarperBusiness, 2011), Page 348 about that the center of power has shifted from the supplier to the distributor, and that “in the next thirty years, it will certainly shift to the customer—for the simple reason that the customer now has full access to information worldwide.
This makes me to think our business again (B2B, industrial market). Will the customer get all the information of all the products available in the market in the near future？ If yes, how could we handle this？ How will the B2B business change？ Now the online business for consuming product is quite successful for several years, like the Amazon or Taobao. Now even the TV series join this model too, like the Netflix. But why there is one similar online business for industrial products？ The Alibaba is in this area but when I look on it, it most focuses on simple products or raw material export. “Many entrepreneurs dream of entering “greenfield” markets that are brand new and have no competition. But usually there’s a reason the market is empty: It’s not big enough to sustain a growing venture (Page 207).” I don’t believe the B2B industrial market is not big enough for such a company to sustain. It must be some other reasons or challenges.
The book also mentioned that in the old business model, how much information one employee could get is depend on its job level. Normally, higher level means more information he could get. All the company I have worked for has the same way to handle this information problem. Google think this will harm to the company’s business and everyone should get the full information then the company could walk on the right way. But I think that Google could do this most because their employees are all high-quality, when your employees are not well educated or they just want to grab more benefit from the company. How could you share your important information with them？
The book always emphasize the data is the most important things which I am fully agree with. “We start meeting with data. We don’t seek to convince by saying ‘I think.’ We convince by saying ‘Let me show you’ (Page 152).” But the problem for us is how we can get such valuable data like Google’s.
One sentence about the attitude to the failed is amazing “Good judgment comes from experience; experience comes from bad judgment.” Mulla Nasrudin, one thirteenth-century wise fool of Sufi lore.
Focus on the user…and the money will follow.
 
Some tips for Hiring Dos and Don’ts (Page 132, just parts which I think useful)
3. Hire people who will get things done. Don’t hire people who just think about problems.
4. Hire people who are enthusiastic, self-motivated, and passionate. Don’t hire people who just want a job.
8. Hire people who are ethical and who communicate openly. Don’t hire people who are political or manipulative.
A few of Google’s basic guidelines for overcommunicating well (Page 184):
1. Does the communication reinforce core themes that you want everyone to get？
To get this right, you first need to know what the core themes are. When we say repetition doesn’t spoil the prayer, these are the prayers we are talking about. They are the things you want everyone to grasp; they should be sacred; and there should be only a few of them, all related to your mission, values, strategy, and industry. At Google, our themes include putting users first, thinking big, and not being afraid to fail. Also, we are all technology optimists: We believe technology and the Internet have the power to change the world for the better.
By the way, if you repeat something twenty times and people don’t get it, then the problem is with the theme, not the communications. If you stand up at your company’s all-hands meeting every week and reiterate your strategy and plan, and people still don’t understand or believe in it, then it’s the plan that’s flawed, not the method of delivering it.
5. Is the communication going to the right people？
The problem with email is that it’s too easy to add recipients. Not sure if someone should get something？ What the hell, add them! Or better yet, just send it to the team distribution list. But a good communication goes only to the people who will find it useful. Choosing this list takes time, but the investment of a few seconds can have a big payoff. When you avoid distribution lists and instead actually pick the right people for the not, they are more likely to read it. Think about it from the other end: Which email are you more likely to read, the note to a distribution list or the one to you？ It’s like the difference between junk mail and a hand-addressed card.
6. Are you using the right media？
Say yes to all forms of communication. People assimilate information in all sorts of ways, so what works for some people won’t work for others. If the message is important, use all the tools at your disposal to get it across: email, video, social networks, meetings and video conferences, even flyers or posters tapped to the wall in the kitchen or café. Learn which methods work to connect with your colleagues, and then use them.
7. Tell the truth, be humble, and bank goodwill for a rainy day.
Smart creatives don’t have to work for you; they have plenty of options. Setting a constant tone of truth and humility creates a store of goodwill and loyalty among the team. Then, when you screw up, communicate that story with truth and humility too. You may draw down that balance of goodwill, but not completely.
Email wisdom (Page 189)
1. Respond quickly. There are people who can be relied upon to respond promptly to emails, and those who can’t. Strive to be one of the former. Most of the best—and busiest—people we know act quickly on their emails, not just to us or to a select few senders, but to everyone. Being responsive sets up a positive communications feedback loop whereby your team and colleagues will be more likely to include you in important discussions and decisions, and being responsive to everyone reinforces the flat, meritocratic culture you are trying to establish. These responses can be quite short—“got it” is a favorite of ours. And when you are confident in your ability to respond quickly, you can tell people exactly what a non-response means. In our case it’s usually “got it and proceed.” Which is better than what a non-response means from most people:”I’m overwhelmed and don’t know when or if I’ll get to your note, so if you need my feedback you’ll just have to wait in limbo a while longer. Plus I don’t like you.”
2. When writing an email, every word matters, and useless prose doesn’t. Be crisp in your delivery. If you are describing a problem, define it clearly. Doing this well requires more time, not less. You have to write a draft then go through it and eliminate any words that aren’t necessary. Think about the late novelist Elmore Leonard’s response to question about his success as a writer:”I leave out the parts that people skip.” Most emails are full of stuff that people can skip.
4. Handle email in LIFO order (Last In First Out). Sometimes the older stuff gets taken care of by someone else.
5. Remember, you’re a router. When you get a note with useful information, consider who else would find it useful. At the end of the day, make a mental pass through the mail you received and ask yourself, “What should I have forwarded but didn’t？”
7. Don’t yell. If you need to yell, do it in person. It is FAR TOO EASY to do it electronically.
8. Make it easy to follow up on requests. When you send a note to someone with an action item that you want to track, copy yourself, then label the note “follow up.” That makes it easy to find and follow up on the things that haven’t been done; just resend the original note with a new intro asking “Is this done？”
9. Help your future self search for stuff. If you get something you think you may want to recall later, forward it to yourself along with a few keywords that describe its content. Think to yourself, How will I search for this later？ Then, when you search for it later, you will probably use those same search terms.

　　《How Google Works》读后感(六)：谷歌招人原则

Here Are Google's 9 Hiring 'Dos' And 'Don'ts'
Do hire people who are smarter and more knowledgeable than you are.
Don't hire people you can't learn from or be challenged by.
Do hire people who will add value to the product and our culture.
Don't hire people who won't contribute well to both.
Do hire people who will get things done.
Don't hire people who think only about problems.
Do hire people who are enthusiastic, self-motivated, and passionate.
Don't hire people who just want a job.
Do hire people who inspire and work well with others.
Don't hire people who prefer to work alone.
Do hire people who will grow with your team and with the company.
Don't hire people with narrow skill sets or interests.
Do hire people who are well rounded, with unique interests and talents.
Don't hire people who live only to work.
Do hire people who are ethical and who communicate openly.
Don't hire people who are political and manipulative.
Do hire only when you've found a great candidate.
Don't settle for anything less.

　　《How Google Works》读后感(七)：别人家的公司

题外话：【 】所含为引用原著内容 其余为亲笔。尽量在段尾总结，力求精简。
序言——Larry Page ，谷歌联合创始人兼CEO
【他们习惯用“不可能”来否定自己的想法，而不是从基本物理原则出发去探索可能性】
【不少企业安于现状，只求渐变，不求突破】
Larry Page主要阐明两个原则：
如何想——探索可能性 ，如何做——要求突破
这契合了序言标题“痴心妄想”，是google文化中最核心的两个部分，但也仅仅是两个最基本的要素，要发展，还不够。
前言——Eric Schmidt ， Jonathan Rosenberg
Part1. 去和工程师谈谈
Sergey Brin和Larry Page 两位创始人首提出了“Focus on the user”，建立TGIF=Thank God，it’s Friday 大会，厌恶“过关制”（gate-based approach）产品计划，隐含的潜台词实际为：
1.google注重用户和服务质量
2.重视沟通和团队氛围的营造
3.唾弃传统商业模式
由此可以尝试描述：google是一家新兴的，不愿受拘束的，有良好企业文化极具团队协作精神的关注产品质量的互联网公司。不禁发现，原来整节实际在对google进行定义。
Part2.速度决定成败
【如果某行业产品的主要要素成本曲线下降，那么该行业必将出现剧变】
事实上，本句影射的正是互联网行业。随着信息、连接以及计算能力三大成产要素愈发廉价，消费者有了更多选择空间，以书中数据为例：YouTube上100多万个频道，Amazon商业书籍达5万多种。用户选择的多样化导致的后果只有一个：企业竞争的加剧。
而面对竞争的压力，往往有两条路可以走：
1.改善产品
2.加强营销手段
遗憾的是，不少企业选择了后者，
【如果产品乏善可陈，其劣势是市场营销和公关营造的品牌力量完全不足以反转的。】
消费者评论机制的完善，对优质服务提出了更高的要求。生产庸材、砸钱营销、限制选择、坐收其成的套路，也许不再适用。
但令人稍感安慰的是【实验和失败的成本显著下降】，也就是说，产品的更新迭代将变得愈加迅速灵活。特别在互联网行业，一款产品的投入和反馈、调整，比一辆汽车的更新换代便捷得多。这当然是机遇，但更是挑战。正因如此，继续保持产品的卓越，关键在于迅速。
而传统的”指挥——控制”式企业结构中，【信息自下而上流动，而决策则由上而下传达。】如此放慢速度的方法的确有利于规避风险，但不符合企业的加速要求。因此，这又未否定传统商业模式提供佐证。
总而言之，关注产品，敢于尝试并接受失败，才能让自己站在潮流的浪尖。
Part3.创意精英
“创意精英”是纵贯原著的名词，也是google引以为傲并赖以生存的群体，直接引用书中的描述，也许更为简洁客观，以下是他们的特征：
1.具有多领域的能力
2.拥有过硬的专业知识，充足的实践经验
3.有分析头脑，商业头脑，竞争头脑，用户头脑
4.充满好奇心、喜爱冒险，自动自发，心态开放，一丝不苟，善于沟通
依我看来，这是一个近乎完美的群体，但却更让人深深怀疑是否存在。所幸的是，作者当然提出同时具备上述优点的人凤毛麟角。但是，【所有创意精英都必须具有商业头脑、专业知识、创造力以及实践经验】
专业知识和实践经验也许努力可以取得，天知道我会不会有一个商业头脑和创造力，祈愿我的头脑灵光。
第一章 文化：相信自己的口号
暂且撇开文化这个大概念，书中提到“自我选择倾向”影响企业令我很感兴趣。大概意思是说，企业文化一旦形成，所招募的便是秉持相似理念的人，若企业再改变作风，就容易违背员工的个人理念，因此很难走下去。
在我来看，文化就像一块单极磁铁，吸引的是异极的创意精英，而变更磁极的后果只能导致排斥作用。（如此解释是否正确？）Anyway，这充分说明了决定企业文化紧迫性和必要性。
值得一提的是，书中对部分企业文化如【“顾客满意”、“股东权益最大化”、“富有创意精神”】等极度讽刺。
【一家企业是否成功，要看员工是否信服使命宣言中的说辞。】
那么，优先喊出自己的口号，并确保大家自发的相信，或许才是最重要的。
别听河马的话
河马英文是hippo，即“highest-paid person's opinion ”的缩写。google对“年薪制”（权力和任职时间挂钩）的反感，实际上在前文中吐槽“指挥——控制”型企业已经初见一斑。高薪人士的意见本身不是问题，问题在于其对下属的压迫性。一个健康发展的企业，需要的不仅仅是“高屋建瓴”的个人决策，而应该是“提议不问出处”的自由原则。
【如果身处要职的你被工作搞得焦头烂额，那么你就容易抱着“我说了算”的态度威慑他人服从你。你不急需要对你的团队抱有信任，也必须有足够的自信。】
多数情况下，高层对下属观点的屏蔽，的确源于对他们的不信任。但还有一种可能，即是高层对于自己任用人才的能力缺乏信心。这与传统的捍卫自身领导权威不同，他们往往是本着团队利益最大化，想尽自己所能为团队出力，认为以自己的经验作出的决策相对可靠，才选择了屏蔽其他声音。
鉴于此，google强调“质疑”文化。传统企业把“提出建议”当成个人权利，而google却倾向于个人义务。
【如果因为员工三缄其口而让不尽如人意的构想占了上风，那么这些员工也难辞其咎】如此一来，即便有想法却含蓄的创意精英，也有了提出质疑的“借口”，意见表达也更为自然流畅。
领导者管好自己的嘴，雇员们也要管好自己的嘴。说到底，观点的碰撞才能迸发多元的企业文化，质疑的交锋才能营造英明的决策，这是一个人人都应该参与的“打嘴炮”时代。想要执行？说赢我们这一群人再提。
剩下的文化部分，在书中陈述较为零碎，摘录几点，权当管中窥豹。
1.Jeff Bezos的“两个比萨”原则
大致意思为：团队人数不能多到两个比萨还吃不饱。很显然，原则强调的是团队人数对效率的影响。在我看来，这应该是指完成某项特定工作的团队。（公司是否是大团队呢？）缩减人数并不意味着逃避争执，追求共识。相反的，每个团队都应该极力追求来自不同文化、不同教育背景、不同理念的成员。google鼓励争论，却抵制勾心斗角。以个人经验来看，大团队的资源或许更充沛，但信息的传递和沟通成本也更大（我们团队曾因为去哪里发传单讨论了一个上午），计划制定和执行程序更加繁杂。
当然，【大小团队的存在都是必要的】。但如果你的项目并非庞大，不妨少花点比萨钱吧。
2.“过劳”有道
这里有个有趣的现象：小团队中某人身心疲累，其他成员容易察觉并给予缺席理解。大团队的请假却可能给人偷懒的印象。也算是给“两个比萨”原则的佐证吧。
google鼓励员工享受假期的出发点很有意思，并不是我们理解的“工作与生活平衡”理念，而是【没有人对企业来说是真正不可或缺的。】这是一个新颖的角度，一个工作者如果离岗两周，公司几近运营崩溃，这是一个非常可怕的现象。而员工的自负心理也容易造成自身工作“保障充足”的幻觉，因此准假不仅是为员工，更是为企业自身着想。
虽然不太现实，但以此为陪产假和产假的理由取说服领导，也许会有意想不到的效果呢。
3.跟我来
以色列军官迎战敌军，喊的不是“冲啊”，而是“Ah‘cha’rye”，意为“跟我来”，这是一个领导者的基本态度。Mark Zuckerberg 不吃晚饭投入工作，Urz Holzle穿行走廊捡垃圾，首席执行官收取大份报纸，公司创始人擦拭前台。传递的是一种平等共处的理念，书中有另一层解读：其源于对公司的热爱。
 我们对工作和学习，是否也投入过诚挚的热爱呢？
第二章 战略：你的计划是错误的
前面曾经提到，google重视市场手段，但绝不是第一位置。
【市场调查不能指导你去解决连消费者自己也没想到的问题】
【与满足消费者的现有需求相比，满足消费者尚未意识到的需求更为重要】
我们可以注意到，google在不厌其烦地强调产品后的技术洞见、技术创新，实验室里的工作服远比台面上的西装革履更为重要。而寻求专业化的途径，是完善产品的方法之一。google用速度、准确、好用、全面、新鲜五把标尺来衡量收索引擎。按我的理解，这五个标准完全可以适用在任何产品和服务：
速度（是否能最短时间满足用户需求）
准确（是否解决了用户的真正问题）
好用（产品是否便捷、服务是否周到）
全面（有无尚未覆盖的问题或者存留的瑕疵）
新鲜（是否代表最新的趋势）
尝试运用这些标准取检验我们的工作成果，能否令自己满意呢？
莫被竞争对手牵着鼻子走
我更愿意从个人角度理解这部分内容，而不是从企业的角度。一种关切竞争对手的“危机四伏”心态，只会让人渐渐落入平庸。并非忽视竞争的重要性，对手可以让我们保持警醒，毕竟，人总有掉以轻心的时候。但如果只是亦步亦趋，生怕走错步伐而抛弃自我突破，惧怕他人超越而放弃自我跨越，那结果将适得其反。
《查拉图斯特拉如是说》中提到“必须以你的敌人为傲，这样，敌人的成功就会变成你自己的成功。”
或许，“看见他人，关注自己”是我得出的较为贴切的结论。以往的竞争，我处理得并不好。希望以后会有更成熟的心态，面对必须经历的、更残酷的竞争。
第三章 人才：招聘是你最重要的工作
招聘是是最好的投资，“羊群效应”是指A类人才大多招聘A类人才，B类人才却可能招来B、C、D类人员，由此可见，在招聘标准上打折扣，对企业人员质量是极大的损害。“羊群效应”是把双刃剑，关键在于是否用心去打磨。
雇佣学习型动物
HenryFord曾经说到：“不管你是20岁还是80岁，只要停止学习，就说明你老了。”
【“学习型动物”不仅有处变不惊的智慧，也有乐于享受变化的心态。】就我自己的理解，所谓学习型动物，之所以乐于变化，是因为相信自己能适应，即使难以适应，也能接受失败并积累经验。“成长型思维模式”这个天性，本来就不应该安于现状，要成长，就必须设定“操作性目标”来自我突破。所以，“学习型”并不是玩命汲取养分那么简单，还要能接受变化，有明确目标，并时常接受失败。突然觉得这些描述很熟悉？其实这只是在复述“创意精英”品质的一部分，只不过，这里突出的是“乐于学习”罢了。
Eric Schmidt 和 Jonathan Rosenberg在书中说道，若要他们作场演讲，大致列举了内容，也许会让你成为行业中的战斗机。其中几点读来危机感陡增，有必要警醒自己。
Lawrence Peter Berra曾说：“如果你不知道前进的方向，就要注意了，因为你也许实现不了自己的目标。”
【哪些产品的价格越来越低廉，人们就应该培养与这些产品相配套的领域所需的专业知识和技能】
【要在某个行业里脱颖而出，最简便有效的方法，是加深对行业的理解。要加深理解，最好的方法莫过于阅读。】
【很显然，你从没有练习过电梯演讲】
【仅仅因“喜欢”工作而取得的成果，无法与“热爱”工作所取得的成果同日而语】
目标确立、技能培养、知识扩充、表达能力、工作热忱，恩，饶有所得。
写得略杂，就此搁笔。

　　《How Google Works》读后感(八)：这就是硅谷。我们就是来帮助你的。

这是我第一次读这本书所写的读后感和读书笔记。工作第二年。
作者在书中写到：During the three years we’ve been writing this book这本书写了三年，处处都是干货。序言里面有一段话：德高望重的思科公司首席执行官约翰钱伯斯曾说过，在 20世纪 90年代初期，他经常与惠普公司 CEO 鲁普拉特会面，讨论战略和管理问题。有一次，钱伯斯问普拉特为什么要花如此多宝贵的时间帮助另一家公司的以为年轻高管。普拉特先生回答道：这就是硅谷。我们就是来帮助你的。同样，乔布斯秉承着同样的理念常常为邻居拉里佩奇出谋划策。
感觉在这种环境下很幸福，不过我能看看他们写的书，也很幸福了。书里真的句句是干货，鉴于我现在的状态，对我比较有影响的是：
作者和作者所列举的各种人都不是专才，全是有多个特长的。
作者和作者举例的各种人：能够接受新想法新事物，对事不对人，接受别人和自己不一样。有自己的观点。对未来乐观。
职业规划，想想自己5年后工作（各个方面），现在的工作和梦想的工作，然后向5年后的工作靠近，向梦想的工作靠近。我很清楚自己的梦想工作，怎么才能把现在的工作和梦想工作结合起来，还没有想到。
还有一些小的细节，比如如何更好的管理邮件之类的，非常实用。我觉得这就是这本书好的地方，就是不管你处于什么状态，未来想做什么，总能从里面有许多收获。
谷歌真的铺了一张好大的网呀，除了搜索、邮箱，几乎什么都做。
开放：开放的平台，开放的资源，开放的信息，开放的心胸。