Gregory Jackson

Google Case Study

MBA 6213
Tuesday 6:00PM

In November 2012, Prasad Setty reflected on the success of Project Oxygen. The
Oxygen initiative had started with a fundamental question that Google executives had raised in
the early 2000s: Do managers matter? (Wagonfeld, A. B., Garvin, D. A., & Kind, L., 2013).
While initially setting out to prove that managers do not matter, the Project Oxygen team (PiLab), led by
Jennifer Kurkoski, failed, proving that managers do matter (Wagonfeld, et al., 2013, p.5). Now that
the team knew managers matter, they pondered what should be done. The team developed a review and
training program to build better managers. Setty proudly reflects on the success of Project Oxygen, while
he contemplates what will to do next.
Setty wondered how could the people operations group build on the success of Project Oxygen

(Wagonfeld, et al., 2013, p.1). Knowing what makes a good manager, what other training can be
developed (Wagonfeld, et al., 2013, p.1)? Should they focus more on senior managers who
might require greater attention to leadership skills? Would it make sense to hire differently?
Should they invest in helping mangers get up to speed (Wagonfeld, et al., 2013, p.1)? These
questions are the foundation for Settys team to start work on the next phase to drive people to
greatness. (Wagonfeld, et al., 2013, p.13).
As Setty continues the journey of improving leaders he could utilize the writings of Pfeffer and
Veiga, Putting People First for Organizational Success, as a model for characteristic of a leader. Pfeffer
& Veiga provide seven practices for organization to follow; Employment Security, Selective hiring, Selfmanaged teams, High Compensation, Training, Reduction of status differences and Sharing Information
(1999). Organization that implement these practices allow their managers to create an environment where
people work harder because of the increased involvement and commitment that comes from having more
control and say in their work (Pfeffer, et al., 1999, p.40).

Setty may also consider reading Denrells

article on selection bias (2005), to understand its consequences and to teach manager how to recognize

Gregory Jackson
Google Case Study
MBA 6213
Tuesday 6:00PM
selection bias. Denrell (2005) states The most obvious step to take to guard against selection bias is to
get all the data you can on failure (p.5). Analyze all data to understand the reasons for success or failure
(Denrell, 2005). Finally, Setty should follow the recommendations of Pfeffer and Sutton (2006), in the
article Evidence Based Management, treat the organization as an unfinished prototype (p.9).
So now Setty is well on his way to following up the success of Project Oxygen. Going forward
Setty will work to drive people to go from good to great (Wagonfeld, et al., 2013, p.13).

Gregory Jackson
Google Case Study
MBA 6213
Tuesday 6:00PM

References
Denrell, J. (2005). Selection bias and the perils of benchmarking. Harvard Business Review, 83(4), 114
Wagonfeld, A. B., Garvin, D. A., & Kind, L. (2013). Google's Project Oxygen: Do Managers Matter?.
Harvard Business School Cases, 1.
Pfeffer, J., & Sutton, R. I. (2006). EVIDENCE-BASED MANAGEMENT. Harvard Business Review,
84(1), 62-74.
Pfeffer, J., & Veiga, J. (1999). Putting People First for Organizational Success. The Academy of
Management Executive (1993-2005), 13(2), 37-48. Retrieved from http://www.jstor.org/stable/4165538