So, now I was Google’s online brand manager. What exactly did that mean? I didn’t have a clue, and evidently no one else did either. It was as if some corporate biological alarm clock had gone off: "You know, we’re at that point where we need to have somebody to do all that stuff that’s not engineering. Let’s get us some of them marketing folks. And since the world is divided between online and offline, we’ll get one of each."
Example excerpt (below) that provides insight into Google HR policies – smart humans are like stem cells that can adjust to new requirements and are less prone to keeping old functions going when they are no longer needed.
To understand Google’s hiring policies and organizational structure, it helps to think of employees as cells within the corporate corpus. It’s useful to have cells that serve specific functions when the need arises, but it’s inefficient to have those cells hanging around sucking energy from the rest of the organism if their singular function is no longer required. Better to have cells that can adapt themselves to any situation, solve the problem and then move on to the next issue. Yeah, we’re talking about stem cells.
(Image from http://cmgm.stanford.edu/biochem118/Stem%20Cell.html)
and the close is brilliant
In a company of 60 people with millions of customers and a growth curve like, well, like Google, there wasn’t room for specialists or walls around a person’s role. Your job was whatever the day demanded and if you needed to learn HTML or Swahili to do it, that was your job, too.
It is one post that covers two topics of interest to me, the first being marketing and branding, and the second being Google and their brand story. In fact probably what is so compelling about the post is the story nature of it. We ALL love a good story. Please write a book.