It has been fascinating to see the relative cultural focus on roofshots vs. moonshots within each product area at Alphabet, and in each of its Bets. đŸ€”

"Only a few people get to work on moonshots; but everyone can work on roofshots, driven by 10X goals but working on 2X ideas."
"Managing [employees] by traditional planning structures wouldn’t work; it might guide them but it would also hem them in. “Why would you want to do that?” Larry asked Jonathan. “That would be stupid.”

"Just go talk to the engineers." <- This. ❀
“In the old world, you devoted 30% of your time to building a great service and 70% of your time to shouting about it. In the new world, that inverts.” 👍

I'd also argue that the *concept* of marketing has changed: the best way to sell a tool = docs, code samples, word-of-mouth.
"They work hard, are willing to question the status quo, attack things differently. This is why they can have such impact.

It's also why they're uniquely difficult to manage, esp. under old models—because no matter how hard you try, you can’t tell people like that how to think."
"They work hard, are willing to question the status quo, attack things differently. This is why they can have such impact.It's also why they're uniquely difficult to manage, esp. under old models—because no matter how hard you try, you can’t tell people like that how to think."
"They work hard, are willing to question the status quo, attack things differently. This is why they can have such impact.It's also why they're uniquely difficult to manage, esp. under old models—because no matter how hard you try, you can’t tell people like that how to think."
"They work hard, are willing to question the status quo, attack things differently. This is why they can have such impact.It's also why they're uniquely difficult to manage, esp. under old models—because no matter how hard you try, you can’t tell people like that how to think."
"They work hard, are willing to question the status quo, attack things differently. This is why they can have such impact.It's also why they're uniquely difficult to manage, esp. under old models—because no matter how hard you try, you can’t tell people like that how to think."
"People who believe in the same things the company does will be drawn to work there, while people who don’t, won’t."
"That’s why we give our engineers access to powerful data centers and Google’s entire software platform.

This is another way to kill facilities envy among smart creatives: Be very generous with the resources they need to do their work."

I certainly miss the serendipity... 😞
"For many people, work is an important part of life, not something to be separated. The best cultures invite & enable people to be overworked in a good way, with too many interesting things to do both at work and at home.

Manage this by giving people responsibility and freedom."
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