Answer questions two and three!

Google CHAPTERCASE 11 Part 11 15 of 2019, Alphabet remains a one-trick pony, with nesarch and advertising business bringing in y all the prvi (99 percent). Yet competition in the vertaling pace is heating up because Facebook has e alternative to Google, and it's growing fast Amazona comer to the digital ad space- Sinds Alphabet's profit sanctuary may be rest with its new organizational structure, Alphabet con Page hope for more radical innovation that will profitable businesses like Google e reorganization from a functional to M-form ut , implemented to manage a set of unrelated busi- Google had developed many of its most well known and services through planned emergence, wherein for strategic initiatives emerges from the bottom tonomous actions by lower level employ Google paied the work of its engineers according to true. The majority of the engineers time (70 per liels is main business-search and ads, One day (30 percent) was spent developing ideas of their own dd the remainder (10 percent) on total wild cards et Loon, an envisioned network of high-altitude that travel on the edge of space to provide wireless Services to the two-thirds of the world's population yet have internet access-primarily those in rural teras. (Loon is now a standalone unit in the new the structure) Google has reported that half of its new products came from the 20 percent rule, including Gmail Gogle Maps, Google News, Orkut, and AdSense. AdSense cartell experiment by two Google engineers. They al ed to match Gmail content with targeted ads based on content. Today, AdSense enables creators of content da ni network, such as Google bloggers to serve online antarted to the site's content Ah Google has a stellar track record for strategy pro planned terpenot, it has fumbled its social networking are moltiple times. These missteps left the space open to Facebook's more than 1 billion users worldwide at the time Why did Google fumble its Pavel Kopcantes lead over Facebook Google had a huge opportunity to become the leader in social network ing because Myspace imploded after it was acquired by News Corp. Despite initial support, Google's top executives felt that social networking did not fit its vision and the world's infor mation and make a cressive and useful Google relied on highly complex and proprietary algorithms to organize the knowledge available on the internet and serve up targeted search ads Social networking software, in comparison, is fairly pedes trian. Additionally, Page and Brin, both exceptional computer scientists, looked down on social networking. They felt their Page Rank algorithm that accounts for hundreds of variables and con siders all available websites was far superior in providing objective recommendations to users' search queries than swyjective en dorsements by someone's online friends. As a consequence, they snubbed social networking. Moreover, given the many different projects Google was pursuing at that time, Orkut was ranked as a low priority by Google's top executives. Starved of further te sources, the social networking site withered and was eventually shut down in 2014, making Facebook the undisputed leader In yet another effort to catch up with Facebook, Google launched Google Plus in 2011. This social networking site inte rated all of Google's services-Gmail YouTube, Chrome, and others-into one user interface. It required users to sign into its portal, even if they were using just one Google product. After a bow Google's fiercest competition in the digital ad Google's empt in social networking goes back to as internet time before Facebook Google comer Orkut Buyuk kokten had developed a calied Orkut, using his 20 percent discretionary Maris Mayer, then Google's vice president in charge of Olked what she saw and provided initial support WWE Cally added to further Orkut's devel We Google is to shed at Orkut's early acces We feu month after its release, hundreds of thousands Dy 2014, Orkut had 30 million users Bould Isdia. But this pated in comparison to data breach, Google Plus was shut down unceremoniously in 2019. Meanwhile, Facebook has over 2 billion active users on its platform and Google is unable to access any of the infor mation tied to these users. Not being able to access Facebook users' activities limits Google's ability to serve targeted ads, which in turn, cuts directly into its main line of business. Questions 1. Why did Google restructure itself and create Alphabet! What is it hoping to accomplish? For additional in sights, see Larry Pape's post announcing the restructur ing at http://abc.xyz/ 2. Do you think the reorganization is beneficial for Alphabet's moon shots, new housed in their own business unit with profitand los responsibility! Why, or why so? Explain. 3. Why has Google "failed to develop other profitable businesses Is Google's strategy process of planned emergence to blame? Why or why not? Will Alphabet's new structure with independent SBUs enable the com pany to innovate more and to find the next highly prof itable business beyond online search and advertising 425 Google CHAPTERCASE 11 Part 11 15 of 2019, Alphabet remains a one-trick pony, with nesarch and advertising business bringing in y all the prvi (99 percent). Yet competition in the vertaling pace is heating up because Facebook has e alternative to Google, and it's growing fast Amazona comer to the digital ad space- Sinds Alphabet's profit sanctuary may be rest with its new organizational structure, Alphabet con Page hope for more radical innovation that will profitable businesses like Google e reorganization from a functional to M-form ut , implemented to manage a set of unrelated busi- Google had developed many of its most well known and services through planned emergence, wherein for strategic initiatives emerges from the bottom tonomous actions by lower level employ Google paied the work of its engineers according to true. The majority of the engineers time (70 per liels is main business-search and ads, One day (30 percent) was spent developing ideas of their own dd the remainder (10 percent) on total wild cards et Loon, an envisioned network of high-altitude that travel on the edge of space to provide wireless Services to the two-thirds of the world's population yet have internet access-primarily those in rural teras. (Loon is now a standalone unit in the new the structure) Google has reported that half of its new products came from the 20 percent rule, including Gmail Gogle Maps, Google News, Orkut, and AdSense. AdSense cartell experiment by two Google engineers. They al ed to match Gmail content with targeted ads based on content. Today, AdSense enables creators of content da ni network, such as Google bloggers to serve online antarted to the site's content Ah Google has a stellar track record for strategy pro planned terpenot, it has fumbled its social networking are moltiple times. These missteps left the space open to Facebook's more than 1 billion users worldwide at the time Why did Google fumble its Pavel Kopcantes lead over Facebook Google had a huge opportunity to become the leader in social network ing because Myspace imploded after it was acquired by News Corp. Despite initial support, Google's top executives felt that social networking did not fit its vision and the world's infor mation and make a cressive and useful Google relied on highly complex and proprietary algorithms to organize the knowledge available on the internet and serve up targeted search ads Social networking software, in comparison, is fairly pedes trian. Additionally, Page and Brin, both exceptional computer scientists, looked down on social networking. They felt their Page Rank algorithm that accounts for hundreds of variables and con siders all available websites was far superior in providing objective recommendations to users' search queries than swyjective en dorsements by someone's online friends. As a consequence, they snubbed social networking. Moreover, given the many different projects Google was pursuing at that time, Orkut was ranked as a low priority by Google's top executives. Starved of further te sources, the social networking site withered and was eventually shut down in 2014, making Facebook the undisputed leader In yet another effort to catch up with Facebook, Google launched Google Plus in 2011. This social networking site inte rated all of Google's services-Gmail YouTube, Chrome, and others-into one user interface. It required users to sign into its portal, even if they were using just one Google product. After a bow Google's fiercest competition in the digital ad Google's empt in social networking goes back to as internet time before Facebook Google comer Orkut Buyuk kokten had developed a calied Orkut, using his 20 percent discretionary Maris Mayer, then Google's vice president in charge of Olked what she saw and provided initial support WWE Cally added to further Orkut's devel We Google is to shed at Orkut's early acces We feu month after its release, hundreds of thousands Dy 2014, Orkut had 30 million users Bould Isdia. But this pated in comparison to data breach, Google Plus was shut down unceremoniously in 2019. Meanwhile, Facebook has over 2 billion active users on its platform and Google is unable to access any of the infor mation tied to these users. Not being able to access Facebook users' activities limits Google's ability to serve targeted ads, which in turn, cuts directly into its main line of business. Questions 1. Why did Google restructure itself and create Alphabet! What is it hoping to accomplish? For additional in sights, see Larry Pape's post announcing the restructur ing at http://abc.xyz/ 2. Do you think the reorganization is beneficial for Alphabet's moon shots, new housed in their own business unit with profitand los responsibility! Why, or why so? Explain. 3. Why has Google "failed to develop other profitable businesses Is Google's strategy process of planned emergence to blame? Why or why not? Will Alphabet's new structure with independent SBUs enable the com pany to innovate more and to find the next highly prof itable business beyond online search and advertising 425