Even big companies fail. Earlier this year Google came out with Buzz, a product that introduced Google to social media. It failed epically; it didn’t have the success Google expected. One of the obvious reasons why Buzz failed is because at the time of its roll-out, Google didn’t take sufficient account of privacy concerns and was widely criticized for this. Google took advantage of their user base on Gmail and made Buzz available from the Gmail inbox. The problem is that by default, Google Buzz publicly disclosed a list of the names of Gmail contacts the user most frequently emailed or chatted with. The flaw has since been fixed, but Buzz has lost a lot of users and gained a bad reputation. Google’s capabilities and huge user base defined its disabilities. They are able to reach a huge amount of people when a product is rolled out, but If there is something wrong with the product, the consequences can be detrimental.
Another reason why Buzz failed is that it offered something that most users didn’t need or didn’t want. A similar service already existed through Twitter, a microblogging service that allows users to send and receive messages. Although a fail, we can learn from Buzz and Google’s way to manage their company. To develop Buzz, Google created a small group, a somewhat independent organization, which could focus on the product. An advantage of having a small group is that the group can get excited about the possibilities of what they are developing and that they don’t see themselves as a small part of the corporation, where their effort is diminished or given lower priority by other products. Another advantage of this is that the whole company didn’t have to focus on Buzz, in case they had to pull the plug, it would be relatively easily. We can see this when Google Wave, a web-based platform and communication protocol, didn’t meet Google’s expectations and was terminated before the product made it out of beta.
Leaving Buzz and Wave behind, a reason why Google is so powerful and successful is that their products are simple, and offer what their users need. Google is not controlled by the owners, but by the investors, the users and the developers. One example of this is Gmail’s introduction of nested folders (or hierarchical labels). For years other email services provided a way to organize your emails through hierarchical folders just like you would organize your files on Windows or any other operating system. Gmail introduced the feature of labels, a more convenient way to organizing your email. Many users, coming from other services, demanded the ability to have nested labels so Google worked on it and it now offers such feature. A company directed by its users and developers is a successful company. Google will keep being successful as they listen to their users and don’t lose or abuse their trust.
Another reason why Buzz failed is that it offered something that most users didn’t need or didn’t want. A similar service already existed through Twitter, a microblogging service that allows users to send and receive messages. Although a fail, we can learn from Buzz and Google’s way to manage their company. To develop Buzz, Google created a small group, a somewhat independent organization, which could focus on the product. An advantage of having a small group is that the group can get excited about the possibilities of what they are developing and that they don’t see themselves as a small part of the corporation, where their effort is diminished or given lower priority by other products. Another advantage of this is that the whole company didn’t have to focus on Buzz, in case they had to pull the plug, it would be relatively easily. We can see this when Google Wave, a web-based platform and communication protocol, didn’t meet Google’s expectations and was terminated before the product made it out of beta.
Leaving Buzz and Wave behind, a reason why Google is so powerful and successful is that their products are simple, and offer what their users need. Google is not controlled by the owners, but by the investors, the users and the developers. One example of this is Gmail’s introduction of nested folders (or hierarchical labels). For years other email services provided a way to organize your emails through hierarchical folders just like you would organize your files on Windows or any other operating system. Gmail introduced the feature of labels, a more convenient way to organizing your email. Many users, coming from other services, demanded the ability to have nested labels so Google worked on it and it now offers such feature. A company directed by its users and developers is a successful company. Google will keep being successful as they listen to their users and don’t lose or abuse their trust.