#howgoogleworks

[tanvirrjuwel]

How Do Search Engines Works SERP BD Search engines work by taking a list of known URLs, which then go to the scheduler. The scheduler decides when to crawl each URL. Crawled pages then go to the parser where vital information is extracted and indexed. Parsed links go to the scheduler, which prioritizes their crawling and re-crawling. When you search for something, search engines return matching pages, and algorithms rank them by relevance. #howsearchengineswork #googlesearchengine #howgoogleworks #websearch #internet #googlebot #crawler #googlerankingfactors #qualitycontent #onpageseo #technicalseo #offpageseo #smm #serpbd #digitamarketingagency #yourreliablepartner (at Sylhet) https://www.instagram.com/p/CC0zNltgiH4/?igshid=14hfjyk30gfzn

[xranker]

The Future of SEO is on the SERP | BrightonSEO 2018

https://youtube.com/watch?v=fFFdMQq6TkI Read the full article

[beyondx-blog1]

What’s different now?

Eric Schmidt | How Google Works

[world-traveler-m]

"「自分の情熱と仕事を結びつけることができるのは、究極の贅沢です。そして間違いなく幸せにつながる道でもあります」" from "How Google Works" by エリック・シュミット, ジョナサン・ローゼンバーグ, アラン・イーグル, ラリー・ペイジ

[colandre]

#losangeles #california #lax #laxairport #airport #book #libri #google #howgoogleworks (presso City of El Segundo)

[yoshimuraspeed]

積ん読してあったHowGoogleWork読んでて「部署をプロダクトで切るべからず機能で切るべし」の章読んでて、今まで渡ってきた会社組織そういえば在籍中にみーんなこのアンチパターン踏んで優秀な社員がガンガン抜けていったなーって白目剥いている

ここに名前が入りますさんのツイート

[martinliam87-blog]

How does Google Search Works?

Here are a few tips and tricks to help you effortlessly obtain more and more information on Google. Be specific, make use of the tools and just explore newer options.

[quanrel]

How Search Works

http://www.google.com/howgoogleworks | The life span of a Google query is less then 1/2 second, and involves quite a few steps before you see the most relevant results. Here’s how it all works.

Find out more

[nuagemagique]

[isharad]

#howgoogleworks #smartcreatives #business #success #growth #greatplacetowork

[ardasnotebook]

Book:How Google Works

We all agree that Google became more than a search engine. I recently finished “How Google works” by Eric Schmidt and Jonathan Rosenberg. It’s easy to read and fluent enough to not to throw it away in the waiting list. The book covers crucial points that businesses from a basic coffee store to high tech can use and implement them quickly. Google has a tremendous amount of work force from engineers who are called “smart creatives.” The book spent plenty of time to talk about these smart creative and how to lead them. I wouldn’t use the word “manage” because they can’t be managed as the author claims. Hiring is the most important skill a leader must have. Ideas create an enormous desire for smart creatives. Google has to push the limits all the time as a strategy to find people who like to jump over high bars. Determining goals is an important step and goals shouldn’t be obtained easily. Actually, goals should never be attained by 100%. If you achieve your aims completely, you don’t have high enough goals. You may have a business plan but you don’t have to. In the internet century, things change so fast. The focus is to rely on fundamental pieces of your company then you figure out the rest. Solution for a problem in a novel way in technical insights and optimizing for scale, not for money is what Google relies on from the beginning. Google has additionally focused on product excellence and want to create the best customer experience. “Product excellence is the only way for a company to be consistently successful, so our prime directive is to focus on user.” 70/20/10 is something I recall easily from the book. 70% of resources dedicated to the core business, 20% on emerging and 10% on new. “Ten percent also works because creativity loves constraints.” Innovation is not something we can see many times like we’re told. Almost every product on shelves is innovative but innovation is not improving a processor or making a car faster by 10 mph. Innovation is the next breakthrough idea. It’s internal combustion engine after stream ones or a Concord after 737. It’s driverless cars or providing internet by helium balloon across the world. It’s not taking a big step, it’s going upstairs immediately. Be aware and don’t listen to customers to deliver what they ask for. As Henry Ford claims, “If I had listened to customers, I would have gone out looking for faster horses.” Steve Jobs is one of the most talented guys about fortunetelling. If he asked people what they wanted to listen to music, people would answer a Walkman that’s cheaper, lighter and can play 3-4 records at the same time. Apple introduced Ipod that’s a perfect example of combining software and hardware. Iphone doesn’t need anymore praising. Apple just announced a record $18b profit in quarterly and there’s no doubt how successful they are. Google has also a culture that’s consisting of importance of experimentation, virtue of failure and freedom to go ahead for your ideas. Culture is critical because you can’t hold smart creatives together without culture. Innovation requires failure and nothing can be useful as a failure. Many companies punish their employees because of their wrong decisions or poor management but the point is that you can learn from your mistakes and use what you got from your this experience. This approach can eradicate roots of innovation. You may follow a different path and reward hard-working employees due to their attempt to make something better. It doesn’t matter if you didn’t hit the target. They tried at least and you can use this experience in different projects. Engagement is quite important as well as accessibility. Google founders hold TGIF meeting with smart creatives and talk about new ideas. You should read the book if you wonder what’s going on in Mountain View and it has many great stories and opinions about strategy, management and innovation.

[jamielyy-blog]

It's been a long week - covering someone ( even though I've had the help of 2 others) is still extremely tiring. Thank God, theres only one more day left!

Still have a couple of things to wrap up after Simin is back:

Sort out EPOnline Access

Handover

10 more working days. Just got to push through it!

Meanwhile, I've bought a couple of books on Kindle to start reading up on PR. The one I'm currently reading is called 'This Is How You Pitch; How to kick ass in your first years of PR' - quite informative really. I can't comment much as I'm only on chapter two - but it gives a brief overview on what PR is not - and of course, on what it is. I believe it's the author's personal experience on his PR journey. So far, I'm still quite hooked, so I suppose thats a good thing!

I've also bought another google book to get further insight into the company. That's how excited I am! Its called 'In The Plex; How Google Thinks, Works, and Shapes our lives'. I stopped halfway to start on the PR book, but so far it seems quite okay. I really enjoyed reading 'how google works' so I hope this one will be as enjoyable as well!

I've also met ChunWei, he's helped me sort out my finances - so at least that's been kickstarted.

Alright - time to exercise!

[elmiracielos]

¿Cómo funciona Google? Las claves del éxito del Gigante

¿Cómo funciona Google? Las claves del éxito del Gigante

En Septiembre de este año se publicó el libro How Google Works, de Eric Schmidt y Jonathan Rosenberg. Todavía no he leído el libro así que no estoy en condiciones de escribir una crítica del mismo (aunque sospecho que no iba a ser el primero que hace una cosa así). Lo que sí puedo es recomendaros la presentación de SlideShare que contiene (¡sospecho!) un buen puñado de la filosofía que encierra…

[nuagemagique]

The Bezos two-pizza rule

The building block of organizations should be small teams. Jeff Bezos, Amazon’s founder, at one point had a “two-pizza team” rule,which stipulates that teams be small enough to be fed by two pizzas. Small teams get more done than big ones, and they spend less time politicking and worrying about who gets credit. Small teams are like families: They can bicker and fight, or even be downright dysfunctional, but they usually pull together at crunch time. Small teams tend to get bigger as their products grow; things built by only a handful of people eventually require a much bigger team to maintain them. This is OK, as long as the bigger teams don’t preclude the existence of small teams working on the next breakthroughs. A scaling company needs both.