I embarked my social media journey on internet by Orkut: the first social networking site which I had been so involved in my free time. But when my friend introduced me "the facebook" where "the" was of special importance for Mark Zuckerberg in those days of 2004 it wasn't so catchy at my first glimpse and personally I felt it was a photogenic website.
My observations show that entrepreneurs who are kick-starters of the project are usually retaining higher percentage of equities or shares of the company. The idea of Facebook was so phenomenal that mark was seen as the next Bill Gates.
In most cases, it takes literally several decades to develop an exceptional company that has a unique set of talent management practices that produce phenomenal business results. But occasionally there are exceptions. Apple became exceptional again in little more than a decade after the return of Steve Jobs. Google developed exceptional people management practices and business results in much less than a decade. But Facebook has gone from a college dorm room idea to an undisputed social media dominance in literally less than a handful of years. I’ve previously done case studies on the amazing talent management practices of both Google and Apple ) and now it’s time to cover the amazing talent management practices at Facebook that result in breathtaking workforce productivity levels.
Here within 15 months of its IPO, the average employee produces over $1.3 million in revenue and $120,000 in profit each a year. The firm’s global product reaches over 1.2 billion users, its stock price has been on a tear, and it has successfully shifted from an exclusively PC web-based platform to one that instead relies on the rapid growth of the mobile platform. Glass-door has rated the firm No. 1 for employee satisfaction and its employees rate its CEO No. 1 with an almost perfect 99 percent approval rating. If your firm would like to learn from what I can only call simply amazing and results generating talent practices, read on.
In the tech industry, there’s nothing weird about setting goals so lofty that they sound unbelievable. Google CEO Larry Page, for instance, is so invested in the virtue of gambling on disparate, wildly ambitious projects—from self-driving cars to smart contact lenses—that he restructured his company around the concept in August, making Google’s core businesses a division of a new idea factory called Alphabet. Zuckerberg, by contrast, isn’t interested in doing everything—just the things he views as deeply related to his company’s central vision, and crucial to it. "There are different ways to do innovation," he says, drawing a stark contrast without ever mentioning Page, Google, or Alphabet. "You can plant a lot of seeds, not be committed to any particular one of them, but just see what grows. And this really isn’t how we’ve approached this.
My observations show that entrepreneurs who are kick-starters of the project are usually retaining higher percentage of equities or shares of the company. The idea of Facebook was so phenomenal that mark was seen as the next Bill Gates.
In most cases, it takes literally several decades to develop an exceptional company that has a unique set of talent management practices that produce phenomenal business results. But occasionally there are exceptions. Apple became exceptional again in little more than a decade after the return of Steve Jobs. Google developed exceptional people management practices and business results in much less than a decade. But Facebook has gone from a college dorm room idea to an undisputed social media dominance in literally less than a handful of years. I’ve previously done case studies on the amazing talent management practices of both Google and Apple ) and now it’s time to cover the amazing talent management practices at Facebook that result in breathtaking workforce productivity levels.
Here within 15 months of its IPO, the average employee produces over $1.3 million in revenue and $120,000 in profit each a year. The firm’s global product reaches over 1.2 billion users, its stock price has been on a tear, and it has successfully shifted from an exclusively PC web-based platform to one that instead relies on the rapid growth of the mobile platform. Glass-door has rated the firm No. 1 for employee satisfaction and its employees rate its CEO No. 1 with an almost perfect 99 percent approval rating. If your firm would like to learn from what I can only call simply amazing and results generating talent practices, read on.
In the tech industry, there’s nothing weird about setting goals so lofty that they sound unbelievable. Google CEO Larry Page, for instance, is so invested in the virtue of gambling on disparate, wildly ambitious projects—from self-driving cars to smart contact lenses—that he restructured his company around the concept in August, making Google’s core businesses a division of a new idea factory called Alphabet. Zuckerberg, by contrast, isn’t interested in doing everything—just the things he views as deeply related to his company’s central vision, and crucial to it. "There are different ways to do innovation," he says, drawing a stark contrast without ever mentioning Page, Google, or Alphabet. "You can plant a lot of seeds, not be committed to any particular one of them, but just see what grows. And this really isn’t how we’ve approached this.
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