| Foreword | p. ix |
| How Alphabet Works | p. xi |
| Introduction-Lessons Learned from the Front Row | p. 1 |
| "Just go talk to the engineers" | p. 4 |
| The Finland plan | p. 8 |
| When astonishing isn't | p. 10 |
| Speed | p. 12 |
| The "smart creative" | p. 16 |
| A fun project for the two of us | p. 20 |
| Pyramids unbuilt | p. 24 |
| Culture-Believe Your Own Slogans | p. 27 |
| Keep them crowded | p. 34 |
| Work, eat, and live together | p. 37 |
| Your parents were wrong-messiness is a virtue | p. 38 |
| Don't listen to the HiPPOs | p. 40 |
| The rule of seven | p. 42 |
| Every tub (not) on its own bottom | p. 44 |
| Do all reorgs in a day | p. 45 |
| The Bezos two-pizza rule | p. 46 |
| Organize the company around the people whose impact is the highest | p. 47 |
| Exile knaves but right for divas | p. 48 |
| Overworked in a good way | p. 51 |
| Establish a culture of Yes | p. 53 |
| Fun, not Fun | p. 54 |
| You must wear something | p. 61 |
| Ah'cha'rye | p. 63 |
| Don't be evil | p. 64 |
| Strategy-Your Plan Is Wrong | p. 67 |
| Bet on technical insights, not market research | p. 69 |
| A period of combinatorial innovation | p. 74 |
| Don't look for faster horses | p. 77 |
| Optimize for growth | p. 78 |
| Coase and the nature of the firm | p. 81 |
| Specialize | p. 83 |
| Default to open, not closed | p. 85 |
| Default to open, except when… | p. 88 |
| Don't follow competition | p. 90 |
| Eric's Notes for a Strategy Meeting | p. 92 |
| Talent-Hiring Is the Most Important Thing You Do | p. 95 |
| The herd effect | p. 99 |
| Passionate people don't use the word | p. 100 |
| Hire learning animals | p. 102 |
| The LAX test | p. 105 |
| Insight that can't be taught | p. 107 |
| Expand the aperture | p. 108 |
| Everyone knows someone great | p. 112 |
| Interviewing is the most important skill | p. 113 |
| Schedule interviews for thirty minutes | p. 118 |
| Have an opinion | p. 119 |
| Friends don't let friends hire (or promote) friends | p. 121 |
| Urgency of the role isn't sufficiently important to compromise quality in hiring | p. 125 |
| Disproportionate rewards | p. 125 |
| Trade the M&Ms, keep the raisins | p. 127 |
| If you love them, let them go (but only after taking these steps) | p. 129 |
| Firing sucks | p. 131 |
| Google's Hiring Dos and Don'ts | p. 132 |
| Career-Choose the F-16 | p. 133 |
| Treat your career like you are surfing | |
| Always listen for those who get technology | |
| Plan your career | |
| Statistics is the new plastics | |
| Read | |
| Know your elevator pitch | |
| Go abroad | |
| Combine passion with contribution | |
| Decisions-The True Meaning of Consensus | p. 143 |
| Decide with data | p. 151 |
| Beware the bobblehead yes | p. 153 |
| Know when to ring the bell | p. 156 |
| Make fewer decisions | p. 158 |
| Meet every day | p. 160 |
| "You're both right" | p. 162 |
| Every meeting needs an owner | p. 163 |
| Horseback law | p. 165 |
| Spend 80 percent of your time on 80 percent of your revenue | p. 168 |
| Have a succession plan | p. 168 |
| The World's Best Athletes Need Coaches, and You Don't? | p. 170 |
| Communications-Be a Damn Good Router | p. 173 |
| Default to open | p. 175 |
| Know the details | p. 178 |
| It must be safe to tell the truth | p. 180 |
| Start the conversation | p. 182 |
| Repetition doesn't spoil the prayer | p. 184 |
| How was London? | p. 187 |
| Review yourself | p. 189 |
| Email wisdom | p. 189 |
| Have a playbook | p. 192 |
| Relationships, not hierarchy | p. 198 |
| Innovation-Create the Primordial Ooze | p. 201 |
| What is innovation? | p. 205 |
| Understand your context | p. 207 |
| The CEO needs to be the CIO | p. 208 |
| Focus on the user… | p. 212 |
| Think big | p. 216 |
| Set (almost) unattainable goals | p. 220 |
| 70/20/10 | p. 222 |
| 20 percent rime | p. 225 |
| Jonathan's Favorite 20 Percent Project | p. 230 |
| Ideas come from anywhere | p. 231 |
| Ship and iterate | p. 233 |
| Fail well | p. 237 |
| It's not about money | p. 240 |
| Conclusion-Imagine the Unimaginable | p. 243 |
| From Downton Abbey to Diapers.com | p. 244 |
| Who succeeds and who fails in a world of platforms? | p. 245 |
| The emergence of the social web (and a start-up called Facebook) | p. 247 |
| Ask the hardest questions | p. 249 |
| The role of government | p. 254 |
| Big problems are information problems | p. 255 |
| The future's so bright… | p. 258 |
| The next smart creative | p. 260 |
| Acknowledgments | p. 263 |
| Glossary | p. 271 |
| Index | p. 275 |
| A Note About the Authors | p. 285 |
| Table of Contents provided by Ingram. All Rights Reserved. |
