3. Do you view Project Oxygen as a highly successful planned change process? How does Project Oxygen mirror those described in classical models of planned change processes such as Lewin’s unfreezing, changing, and refreezing?
4. The eight attributes provide a comprehensive picture of the essential elements of effective management. Collectively, they fall into two broad categories: managing people and managing the work. What is your assessment of these attributes? What value do they provide? If these attributes are so obvious, why is good management so hard to do?”
5. What should be Setty’s priorities going forward? What criteria should he use for choosing among projects? – Which projects best lend themselves to the Project Oxygen methodology and approach?
– Which projects are likely to provide the greatest value-added to Google?