Have you ever wondered how Google managed to become so successful?
Do you imagine how things run in the organisation so that you can replicate them and achieve the same success as they have?
I wrote this exploration of Google’s organisational structure after thorough research. The research helped me answer my questions, and I believe it will also help you.
This guide will help you understand how the organisational structure at Google helps them achieve their goals.
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What do you need to know about Google?
You already know what Google is, at least that it is the most popular search engine in the world.
What you might not know, however, is that after Google was established in 1998 by Larry Page and Sergey Brin, it was restructured in 2015 as Alphabet Inc.
Google then became a subsidiary of Alphabet and other business ventures previously operated under Google.
Some of these include Waymo (self-driving cars), Verily (life sciences), and DeepMind (artificial intelligence).
You would probably expect that there would be one CEO for the whole of Alphabet, and he would oversee the affairs of all the subsidiaries. That’s true, but not entirely.
Sundar Pichai is the CEO of Alphabet
So, instead of having one CEO, each business venture at Alphabet operates as a separate entity with its CEO and management team under the Alphabet umbrella.
How cool is that?
The creation of Alphabet allowed Google to focus solely on its core internet business (search, ads, Android, YouTube, etc.)
So, while Google did all the internet stuff, Alphabet handled its more diverse and experimental ventures.
This allows these ventures to operate independently and grow in new directions.
Think of Alphabet as a mama hen who allows her chicks to fend for themselves but still protects them when necessary.
That’s the framework Alphabet provides for Google and its other subsidiaries.
Check out our ultimate guide to organisational structure.
What do you need to understand about Google’s organisational structure?
Let’s now get into the juice of why you’re here.
What is Google’s organisational structure, and what does it entail?
Google (or, more formally, Alphabet) uses what many have called a matrix organisational structure.
A matrix structure is an organisational structure where employees report to a functional manager and a project manager.
The functional manager is usually in charge of their functional area, while the project manager is usually in charge of a project.
For instance, if you have a degree in marketing and want to work at Google, based on your qualifications, you’ll be placed on the marketing team.
But if there was a new product to be released, something like Google Shops, you’ll get added to the project team to run marketing campaigns for the new product.
You would work as a marketer on that project and still be part of the marketing team.
And you’ll have to report to the person in charge of the project, the project manager. You’ll also report to the person who assigned you to be on the project, your functional manager.
But that isn’t how it works at Google.
The organisational structure at Google can be described as a combination of functional and divisional structures rather than a pure matrix structure.
Yes, Google’s structure is organised into departments like Engineering, marketing, sales, human resources and finance.
And each department functions independently.
The divisional part of Google’s structure separates the organisation into business units such as Google search, YouTube, Android, and Cloud services.
Each division also operates somewhat independently and has its specific goals and strategies.
Google uses elements of cross-functional teams and project-based work in product development and innovation, but this doesn’t interfere with the functional and divisional units.
What are the key elements of Google’s organisational structure?
You know now that Google uses a functional and divisional structure, but what are they really about, and how do they work for Google?
Google’s organisational structure is known for being innovative, dynamic, and adaptable to the company’s fast-paced and ever-evolving business environment.
The elements that make this possible include:
1. Functional structure
Google’s organisational structure is primarily based on a functional model and this model is a significant part of their success.
This model groups employees grouped according to their specific expertise.
Firstly, breaking the company down into different departments, like engineering, sales, marketing, and HR, allows each team to focus on their expertise.
This allows employees to hone their skills and knowledge, leading to better performance and productivity.
Another benefit is that this structure promotes clear communication and decision-making within the company. With a defined hierarchy, information can flow smoothly between departments, and decisions can be made more quickly and effectively.
This organisational structure also makes sure that resources are used efficiently and effectively.
This means that the company can allocate its resources to where they are needed most, leading to cost savings and increased profitability.
One interesting aspect of Google’s functional structure is its encouraging innovation and creativity.
Employees can focus on their specific areas of expertise and develop fresh ideas and solutions that keep the company at the forefront of the industry.
Google welcomes these ideas, no matter how bad or ridiculous they may sound. So much so that one employee at Google said they get paid for making mistakes.
Do you know the kind of working environment this brings about?
A safe, all-inclusive, warm and highly creative working environment that makes your employees happy to come to work every day.
Lastly, this structure allows Google to be flexible and adaptable to changes in the market.
As the company continues to grow and expand globally, the functional structure supports this scalability and paves the way for future success.
2. Divisional structure
The main characteristic of the divisional structure is the separation into business units or projects.
In other words, they split the company into different divisions or units based on products, services, or geographic regions.
These divisions include Google Search, YouTube, Android, and Cloud services. Each division is responsible for its operations, strategies, and profit and loss.
This organisational structure also allows each division to focus on its particular area.
Either developing a new product, marketing it, or expanding into a new market. Having these divisions also makes decision-making a lot smoother and quicker.
Each division has its leadership team, meaning it can make decisions independently and without going through a whole chain of command.
This not only speeds things up but also allows for more flexibility and agility in responding to changes in the market.
Another cool thing about the divisional structure is that it encourages innovation.
When each division is responsible for its area, it can experiment with new ideas and approaches without being bogged down by bureaucracy.
This leads to a culture of creativity and pushing boundaries that have helped Google stay ahead of the game.
This structure also helps Google scale and grow globally.
By organising the company into divisions based on regions or markets, they can customise their strategies and offerings to meet the needs of different customers.
This flexibility and adaptability have been essential to Google’s success in expanding its reach and maintaining its position as a tech powerhouse.
3. Flat hierarchy
Google is known for having a relatively flat organisational hierarchy.
Google’s flat hierarchy is like having a big, chill group of friends where everyone’s on the same level and vibes good.
This is because there are fewer layers of management between the top executives and front-line employees.
Employees at Google have direct access to higher management and executives.
Imagine working where you can shoot ideas at the boss or anyone anytime.
That’s the beauty of Google’s flat hierarchy – it’s all about open vibes, teamwork, and feeling like your voice matters. This encourages collaboration and sparks those lightbulb moments where ideas come to life. And promotes open communication and transparency within the organisation.
Also, in a flat organisational structure, decisions don’t get bogged down in endless meetings or layers of approval.
This means Google can pivot quickly, adapt to changes, and be as flexible as a yogi in a sun salutation.
Making decisions fast keeps Google on its toes and ready to roll with whatever comes. This flat structure also fosters collaboration and innovation throughout the organisation.
Google’s flat hierarchy also gives employees a sense of ownership and empowerment. Employees are encouraged to run with their ideas and see them through.
This encourages them to step up, take charge, and make things happen – all while feeling like they’re making a real impact.
Think of a flat hierarchy as a blank canvas, and employees can paint whatever they want.
4. Cross-functional teams
A cross-functional team is a team that brings together employees from different departments to work on a project together.
It’s like a team of superheroes coming together, each with a different ability but a common goal to save the world.
Google often utilises these teams to work on projects that require collaboration across different departments or areas of expertise.
These teams bring together employees with diverse skills and perspectives to solve complex problems and drive innovation.
They collaborate and get tasks done quicker and more efficiently.
Having teams like these helps to break down barriers of any kind between departments.
This then results in transparency, communication and unity across the organisation.
Team members can learn new skills, expand their knowledge, and grow personally and professionally.
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5. Matrix-like collaboration
While not a pure matrix structure, Google incorporates elements of matrix-like collaboration.
Employees sometimes have to work on projects that require reporting to functional and project managers.
This flexible approach encourages agility and adaptability in responding to changing business needs.
6. Autonomy and empowerment
If you’ve read this far, you’d have noticed that Google loves encouraging employees to take charge.
And taking charge doesn’t just end with throwing out ideas.
It spreads into decision-making, where employees are encouraged to make decisions independently.
This autonomy fosters a culture of creativity, risk-taking, and continuous learning.
A practical example where Google showed how seriously they take autonomy is in the creation of Gmail, Google’s popular email service.
When the idea for Gmail was conceived, the project did not follow the typical hierarchical decision-making process.
Instead, a small group of Google engineers, led by Paul Buchheit, took the initiative and developed the product.
They didn’t have direct approval from the top management, but that didn’t deter them.
The team worked independently, driven by their opinions and ideas for what an innovative email service could look like.
They experimented with new concepts, such as a large inbox storage capacity, threaded conversations, and powerful search functionality.
These experimental concepts set Gmail apart from existing email services at the time.
The organisation had reservations about the project, but the team didn’t stop until they presented a working version of Gmail to Google co-founders Larry Page and Sergey Brin.
Impressed by the team’s innovation and dedication, Page and Brin supported the project, leading to the official launch of Gmail in 2004.
7. Focus on innovation
Google takes innovation and creativity seriously, and it’s not difficult to see why.
Some of their flagship products have come from innovation and creativity.
An example is Google Maps.
Before the invention of Google Maps, online mapping services like MapQuest, Yahoo Maps, Bing Maps and National Geographic Maps were limited in functionality.
They lacked detailed imagery and were often difficult to use.
The need to solve this problem gave rise to a software application that now helps people explore the world.
Google Maps was officially launched in 2005, offering users interactive maps with satellite imagery, street views, and turn-by-turn directions.
One key innovation that Google Maps introduced was integrating real-time traffic data.
This feature allows users to adjust their routes based on current traffic conditions.
And I’m sure this feature has come in handy for you and me more than once.
Other functionalities, such as Points of Interest (POI) and Street View, set Google Maps apart as a comprehensive and versatile mapping tool.
If I were to sum up everything about Google’s organisational structure that makes it work, I would say it’s their culture of innovation and creativity.
Everything within Google is designed to help employees maximise their talents and abilities.
And I honestly think that’s something you want to include in your business
Check out Microsoft’s organisational structure.
What changes have been made to Google’s organisational structure?
So yes, Google is now a household name. It’s even a word in the dictionary, but was it always so defined?
Of course not.
The organisation is quite famous for being adaptable, which has been reflected in its organisational structure since its creation.
1. Early years (1998-2001)
In the founding years, the organisational structure was flat.
Co-founders Larry Page and Sergey Brin served as CEO and president respectively.
Decision-making was by consensus among the founding members.The organisation was relatively small, and there was no definitive hierarchy.
Employees worked in small teams to develop and improve the search engine technology.
The organisation placed clear emphasis on developing search technology and improving user experience.
2. Growth and expansion (2002-2008)
As Google grew rapidly and expanded its product portfolio, it introduced more formalised organisational structures and processes.
Functional departments such as engineering, sales, marketing, and operations were established to manage growth and scale operations.
Google continued to emphasise a flat hierarchy, focusing on employee empowerment, autonomy, and a culture of innovation.
3. Corporate restructuring (2011-2015)
In 2015, Google underwent a significant corporate restructuring and reorganisation, creating a new holding company, Alphabet Inc.
Under Alphabet, Google became a subsidiary, while other businesses and ventures were separated into distinct entities under the Alphabet umbrella.
This restructuring aimed to create a more focused and transparent corporate structure.
At the time, Google had branched into vehicles, life sciences, and smart home products.
Restructuring Alphabet made it possible to organise and better manage these diverse businesses.
The rise of Alphabet also allowed Google to prioritise core businesses and invest in new ventures.
4. Focus on innovation and diversification (2016-present)
In recent years, Google has maintained its focus on innovation and diversification.
Google has expanded into new areas such as artificial intelligence, self-driving cars, cloud computing, and healthcare.
The company continues to operate with a functional and divisional structure.
These structures allow for specialisation, autonomy, and agility in responding to market trends and technological advancements.
Google’s organisational structure is designed to support a culture of creativity, experimentation, and continuous learning. This vision enables the company to stay at the forefront of the technology industry.
Google’s organisational structure has evolved from a flat hierarchy in its early years to a more formalised and diversified structure under Alphabet.
The organisation is still committed to innovation, collaboration, and employee empowerment.
Check out our employee engagement handbook.
What does Google’s organisational structure look like today?
Google uses a functional organisational structure, which consists of different departments or functions such as engineering, marketing, sales, human resources, and finance.
Each department is headed by a VP or a director who reports to the CEO.
The roles and responsibilities of each person within this structure are as follows.
1. CEO
The CEO is responsible for the company’s overall direction.
They set goals and strategies, make critical decisions, and provide leadership to the company.
There’s a different CEO for each product. As of this writing, Sundar Pichai is the CEO of Google and Alphabet Inc.
Other CEOs are Thoman Curian, CEO of Google Cloud, Susan Wojcicki, CEO of YouTube, John Krafcik, CEO of Waymo and Astro Teller, CEO of Google X ( Captain of Moonshot (X)).
Check out what every CEO must know about internal communication.
2. Vice presidents/directors
Vice presidents or directors oversee specific company functions, such as engineering, marketing, sales, human resources, or finance.
They are accountable for achieving departmental goals and working towards the company’s objectives.
As of this writing, the Vice Presidents are stated below:
- Hiroshi Lockheimer: Senior Vice President of Platforms & Ecosystems: Hiroshi Lockheimer leads Google’s platforms and ecosystem teams, which includes Android, Chrome, Chrome OS, Play, and more.
- Kent Walker: Senior Vice President of Global Affairs: Kent Walker oversees Google’s global affairs and legal matters, working to address regulatory and policy challenges.
- Ben Gomes: Senior Vice President of Search, News, and Assistant.
- Jerry Dischler: Vice President and General Manager of Ads
- Sameer Samat: Vice President of Product Management for Android and Google Play
- Jeff Dean: Senior Vice President of Google Research
- Rick Osterloh: Senior Vice President of Devices and Services
- Prabhakar Raghavan: Senior Vice President of Engineering for Google Search, Assistant, and Geo
3. Managers
Managers are responsible for overseeing teams within their respective departments. They set goals, provide guidance, and ensure that their teams work effectively towards achieving their objectives.
4. Engineers
Engineers at Google are responsible for designing, developing, and maintaining the company’s products and services. They play a crucial role in ensuring that Google’s technology is cutting-edge and innovative. As of this writing, the head of Engineering is Prabhakar Raghavan.
5. Marketers
Marketers at Google are responsible for promoting the company’s products and services to potential customers.
They develop marketing campaigns, analyse market trends, and work towards increasing brand awareness and sales.
The head of marketing is Lauren Twohill. The head of marketing is also called the chief marketing officer.
6. Sales representatives
Google sales representatives sell the company’s products and services to clients.
They build relationships with customers, negotiate deals, and ensure customer satisfaction.
The Head of Sales, Philipp Schindler, is also called the Chief Business Officer at Google.
7. Human Resources
The human resources department manages employee recruitment, training, and development.
They also handle employee relations and benefits administration, ensuring that Google is a great workplace.
The Head of Human Resources is Eileen Naughton.
Check out what every Head of HR must know about internal communication.
8. Finance
The finance department manages the company’s finances, including budgeting, financial reporting, and overseeing financial operations.
They ensure that Google is financially healthy and can invest in growth opportunities.
The Head of Finance, Ruth Porat, is Alphabet Inc. and Google’s Chief Financial Officer (CFO).
What is Google’s culture, and how does it play a role in Google’s success?
Google’s culture is characterised by several key elements that contribute to the company’s success.
Some of these include the following.
Learn everything you need to know about company culture.
1. Innovation and creativity
Google fosters a culture of innovation and encourages employees to think creatively, take risks, and explore new ideas.
An example of Google’s innovative spirit is the creation of its famous “20% time” policy.
The “20% time” policy at Google allows employees to use 20% of their work hours on personal projects of their choice outside of their regular job responsibilities.
This policy was introduced early in Google’s history and intended to encourage employee creativity, experimentation, and innovation.
One of the most famous products to emerge from Google’s “20% time” policy is Gmail.
Google engineer Paul Buchheit conceived the idea for Gmail during his 20% time.
Buchheit developed a prototype of the email service, which eventually evolved into the popular email platform 1.8 billion people use worldwide.
2. Collaboration and teamwork
Google values collaboration and teamwork and encourages employees to collaborate across departments and functions to achieve common goals.
Cross-functional collaboration enables diverse perspectives, knowledge sharing, and problem-solving to drive innovation and enhance productivity.
Imagine a scenario where a software engineer named Sarah had a revolutionary idea for a new app that could simplify online shopping.
Excited about the potential impact of her idea, Sarah reached out to the design team for assistance in creating an impressive user interface.
The design team, led by Mark, offered their expertise quickly and worked closely with Sarah to bring her vision to life.
As the project progressed, Sarah realised the importance of marketing in building awareness for the app. She collaborated with the marketing team, led by Emily, to develop a strategy for promoting the app to a wider audience.
Emily and her team crafted messaging and campaigns to attract users to the new platform.
Throughout the app’s development and launch, Sarah, Mark, Emily, and other team members from various departments at Google collaborated.
Their combined efforts and teamwork ensured the app’s successful launch, which quickly gained popularity among users.
This story, although hypothetical, shows how Google encourages collaboration.
It exemplifies the spirit of collaboration and teamwork that fosters creativity and success within the company.
3. Entrepreneurial spirit
Google maintains an entrepreneurial spirit that empowers employees to own their work, experiment with new projects, and drive initiatives forward.
This culture of entrepreneurship fosters a sense of ownership, accountability, and drive for success among employees.
Let’s explain this using another hypothetical story.
In this scenario, Alex is a software engineer at Google.
Alex has always had this burning passion for creating something new and innovative beyond day-to-day responsibilities.
Alex shared his idea with his manager, and to his surprise, instead of dismissing it, his manager encouraged him to explore it further.
Alex was thrilled and decided to take action.
With his team’s support and guidance from a company mentor, Alex started working on his side project during his “20% time.”
Alex dedicated a portion of his workweek to developing his idea into a prototype, using the company’s resources and expertise.
As Alex delved deeper into his project, he collaborated with colleagues from different teams who shared his enthusiasm and passion for innovation.
They offered valuable insights and feedback and even joined forces to help bring his vision to life.
Eventually, Alex’s side project evolved into a viable product with the potential to make a real impact.
Google recognised his entrepreneurial spirit and provided the resources and support needed to take this idea to the next level.
The project received funding from Google’s internal incubator program, allowing Alex to develop further and scale his innovation.
Through this journey, Alex realised his entrepreneurial dream and inspired other employees to pursue their entrepreneurial endeavours within the company.
Google’s culture of encouraging creativity, experimentation, and autonomy empowered Alex and his colleagues to think like entrepreneurs and drive meaningful change from within the organisation.
4. Data-driven decision making
Data plays a central role in Google’s culture, with decisions being informed by data, metrics, and insights.
Google emphasises a data-driven approach to problem-solving, strategy development, and continuous improvement.
This enables intelligent and informed decision-making across the organisation.
One example of Google demonstrating data-driven decision-making is during the development of its search algorithm.
Google utilised vast amounts of data collected from user interactions with its search results to constantly improve and refine its algorithm to provide users with the most relevant and valuable results.
Through analytics, A/B testing, and machine learning algorithms, Google can analyse user behaviour and search patterns in real-time to make informed decisions on prioritising and ranking search results.
For instance, when Google introduced the Panda algorithm update in 2011, which aimed to penalise low-quality or thin content websites, they used data gathered from user feedback, click-through rates, and other metrics to identify and target sites not providing valuable content to users.
Google’s commitment to using data-driven decision-making in developing its search algorithm has enabled the company to maintain its position as a leader in the search engine industry and continuously adapt to users’ evolving needs and preferences.
5. Transparency and communication
Google values transparency and open communication.
Those in leadership positions provide regular updates, share information, and foster a culture of openness and trust.
One example of Google demonstrating transparent communication is the incident in 2010 when the company publicly announced a cyber attack on their systems that had originated from China.
Google disclosed that the attack targeted the Gmail accounts of Chinese human rights activists and resulted in the theft of intellectual property.
In a blog post published by the company’s Chief Legal Officer at the time, Google detailed the extent of the attack and revealed that they were considering withdrawing from the Chinese market due to concerns over censorship and cybersecurity.
This level of transparency was uncommon in the tech industry, as companies often kept such security breaches and geopolitical issues under wraps.
By publicly acknowledging the cyber attack and openly talking about the ethical and human rights implications of operating in China, Google displayed a commitment to transparency and accountability to its users, stakeholders, and the public.
This incident ultimately led to Google implementing more stringent security measures and changing its business operations in China to prioritise user privacy and data protection.
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6. Work-life balance
Google offer various benefits and programs to support employee well-being, flexibility, and personal growth.
One great example of Google demonstrating work-life balance towards its employees is its implementation of “Googlegeist.”
Googlegeist is an annual survey where employees can provide feedback and share their thoughts on various aspects of work culture, including work-life balance.
So, imagine you’re a Google employee, and you’re feeling a bit burnt out from the daily grind.
You decide to complete the Googlegeist survey and share your thoughts on how the company could better support work-life balance.
Maybe you suggest more flexible working hours, additional support for mental health, or wellness programs for employees to recharge and de-stress.
The good thing is that Google takes this feedback seriously.
They use the insights from the survey to inform their policies and programs, and they regularly make changes to improve work-life balance for their employees.
This might mean implementing new initiatives like on-site fitness classes, mindfulness workshops, or even offering more opportunities for remote work.
By actively listening to their employees and incorporating their feedback into the workplace environment, Google shows that they genuinely care about the well-being of their staff and are committed to work-life balance.
It’s all about creating a supportive and inclusive culture where employees feel valued.
How big is Google’s employee base?
As of Q1 of 2024, Google had a global workforce of approximately 180,895.
This number includes full-time employees, contractors, and temporary workers across various locations worldwide.
Google’s employee base consists of individuals from diverse backgrounds and with diverse expertise who work in engineering, product development, sales, marketing, operations, human resources, finance, and more.
The company’s workforce continues to evolve and change as Google expands its business operations, develops new ventures, and innovates in the technology industry.
Also, check out our other organisational structure teardowns:
- Inside Amazon’s organisational structure
- Inside Google’s organisational structure
- Inside Telebu’s organisational structure
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