Image by Getty Images via @daylifeBusiness Insider: How Larry Page Changed Meetings At Google After Taking Over Last Spring
Think Quarterly: Start-Up Speed
To that I would add another observation. A team should be three people, maximum five people. And then you are moving.
- Every meeting must have one clear decision maker. If there's no decision maker -- or no decision to be made -- the meeting shouldn't happen.
- No more than 10 people should attend.
- Every person should give input, otherwise they shouldn't be there.
- No decision should ever wait for a meeting. If a meeting absolutely has to happen before a decision should be made, then the meeting should be scheduled immediately.
Think Quarterly: Start-Up Speed
.... we needed to grow and speed up at the same time ..... that holy grail of business speed: The start-up ..... For starters, we noted that every decision-oriented meeting should have a clear decision-maker, and if it didn’t, the meeting shouldn’t happen. Those meetings should ideally consist of no more than 10 people, and everyone who attends should provide input. If someone has no input to give, then perhaps they shouldn’t be there. That’s okay – attending meetings isn’t a badge of honor – but the people who are attending need to get there on time. Most importantly, decisions should never wait for a meeting. If it’s critical that a meeting take place before a decision is made, then that meeting needs to happen right away. ...... “Google+ shipped over 100 new features in the 90 days after launch, while accelerating to over 40 million users. That’s a velocity we’re proud of.” ..... Besides fast decisions, another key hallmark of start-ups is their fast-paced, densely populated offices. We’ve always promoted this approach at Google, organizing around small teams and working in close proximity to one another. Even Eric Schmidt shared his office with an engineer when he first joined the company. ...... we created a ‘bullpen’ in one of the buildings on our main campus, which was specially designed as a place for members of our executive team to work and talk in an informal setting. These execs now set aside a number of hours per week to be there. It’s amazing how fast things can get done – even in a large company – when you put so many key people together and don’t give them an agenda. ....... Creating quarterly OKRs (Objectives and Key Results) has been part of Google’s culture since board member John Doerr introduced the concept in 1999. ...... Team by team, the leaders lay out their objectives and how they’ll measure success. Afterwards, they’re posted for anyone within the company to see. ..... a recent OKR objective for our search team was to improve the world’s information and make it universally accessible and useful, which restates and reiterates the company’s mission statement ....... Having these shared goals also has the benefit of helping prevent the formation of silos – always a concern as companies grow. ...... in a permanently accelerating environment, we’re all seeking the best ways to move faster and be smarter. ... Larry’s closing speech at Zeitgeist: “There are no companies that make good slow decisions.”