Google’s Failures: A Lesson in Focus for Business Leaders and Charity CEOs

Google, now a household name synonymous with internet searches, is often viewed as an epitome of success in the tech world. Its dominance in search engines, digital advertising, and mobile operating systems is unparalleled. However, beneath this veneer of unrelenting success lies a series of notable failures. These missteps serve as stark reminders that even the mightiest can falter when they stray from their core competencies. This article delves into 35 of Google’s business failures, offering insights for business leaders and charity CEOs on the importance of focus and mastery in one’s chosen field.

1. Google+

Google+ was Google’s ambitious attempt to take on Facebook in the social networking arena. Launched in 2011, it never gained significant traction despite the company’s aggressive integration with other Google services. The platform was eventually shut down in 2019 after data breaches and lacklustre user engagement. This failure underscores the challenge of entering an already saturated market dominated by strong incumbents.

2. Google Glass

Google Glass, an augmented reality headset, was introduced in 2013 with great fanfare. However, it faced privacy concerns, high costs, and limited practical use cases. The device was ultimately shelved, highlighting the perils of launching a product without clear consumer demand and societal readiness.

3. Google Wave

Google Wave was a real-time collaborative communication tool launched in 2009. It promised to revolutionise email and instant messaging but was too complex for users. Discontinued in 2012, it serves as a cautionary tale about over-engineering and failing to understand user needs.

4. Google Buzz

Integrated into Gmail, Google Buzz aimed to combine social networking and messaging. However, privacy issues and user backlash led to its discontinuation in 2011. It is a prime example of how mishandling user privacy can lead to swift failure.

5. Google Answers

Google Answers, a Q&A service where users paid experts for answers, launched in 2002 and was discontinued in 2006. It struggled to compete with free alternatives like Yahoo Answers, demonstrating that monetising information that can be freely obtained elsewhere is a flawed strategy.

6. Google Health

Google Health aimed to create a personal health record service. Launched in 2008, it was shut down in 2011 due to low user adoption and integration challenges with health providers. This failure highlights the difficulty of penetrating the heavily regulated healthcare industry.

7. Google Notebook

Google Notebook was a web-based application for saving and organising notes. Despite its functionality, it was discontinued in 2012 in favour of Google Keep. The transition showed Google’s tendency to shift focus, sometimes leaving useful tools behind.

8. Google Reader

Google Reader was a popular RSS feed reader shut down in 2013, much to the dismay of its loyal user base. This decision alienated a dedicated user segment, suggesting that Google underestimated the value of niche products.

9. Google Video

Before acquiring YouTube, Google attempted its own video-sharing platform, Google Video. It never gained popularity and was eventually overshadowed by YouTube, which Google purchased in 2006. This failure underscores the importance of recognising and acquiring successful competitors rather than competing head-to-head.

10. Orkut

Orkut was a social networking site that gained traction in Brazil and India but failed to capture a global audience. It was shut down in 2014, illustrating the challenge of scaling niche successes into global phenomena.

11. Dodgeball

Acquired in 2005, Dodgeball was a location-based social networking service. It was shut down in 2009 and replaced by Google Latitude. This failure points to the difficulties in merging acquired technologies with existing services.

12. Google Lively

Google Lively, a virtual world and chat service, launched in 2008 and was discontinued after just one year. It failed to attract a user base, reflecting the complexities of creating engaging virtual environments.

13. Jaiku

Jaiku, a microblogging service acquired by Google in 2007, failed to compete with Twitter and was shut down in 2012. This acquisition did not yield the expected results, highlighting the risks associated with trying to buy success in competitive markets.

14. Google Catalogs

Google Catalogs aimed to digitise and aggregate mail-order catalogues. Launched in 2011, it was shut down in 2015 due to low user engagement, showing the challenge of translating physical browsing habits into digital ones.

15. Google Print Ads

Google’s initiative to sell print advertisements in newspapers was discontinued in 2009 due to insufficient interest from advertisers. This failure illustrates the difficulty of transitioning traditional advertising models to digital platforms.

16. Google Helpouts

Google Helpouts connected users with experts over video chat for advice and tutorials. Launched in 2013, it was discontinued in 2015 due to lack of traction, highlighting the challenges of monetising expert advice in the internet age.

17. Google Spaces

Google Spaces, a group messaging app launched in 2016, failed to attract users and was shut down in 2017. It struggled to differentiate itself in a crowded market of messaging apps.

18. Google Picasa

Picasa was a photo-sharing and editing service that was phased out in favour of Google Photos in 2016. This transition reflects Google’s strategy of consolidating similar services, often at the expense of loyal users.

19. Google Allo

Google Allo was a messaging app launched in 2016 to compete with WhatsApp and iMessage. It failed to gain a user base and was discontinued in 2019, showing the difficulty of breaking into the messaging app market.

20. Google Checkout

Google Checkout was an online payment processing service launched in 2006. It was eventually merged with Google Wallet and later Google Pay due to competition from PayPal and other services, demonstrating the challenges of competing with established players in the fintech space.

21. Google Desktop

Google Desktop, a desktop search application, was discontinued in 2011 as users shifted to cloud storage and advanced web browsers. This failure shows the importance of adapting to evolving user habits and technological advancements.

22. Google X (Project Loon)

Project Loon, part of Google X, aimed to create a network of high-altitude balloons to provide internet access. Technical and regulatory challenges led to its discontinuation, highlighting the complexities of ambitious infrastructure projects.

23. Knol

Knol was a platform for user-generated articles launched in 2007 to compete with Wikipedia. It was discontinued in 2012 due to lack of contributor and reader interest, demonstrating the difficulty of dethroning well-established community-driven platforms.

24. Google Current

Google Current, a magazine-like news aggregator, was eventually replaced by Google Play Newsstand and later Google News. It struggled to find a unique value proposition in a crowded market.

25. Google Nexus Q

The Nexus Q, a media streaming device, was criticised for its high price and limited functionality. It never made it to market beyond a developer preview, exemplifying the risks of launching inadequately defined products.

26. Google Fast Flip

Google Fast Flip, a news aggregation service, failed to gain traction and was shut down in 2011. This reflects the difficulty of innovating in the fast-paced digital news space.

27. Google Toolbar

The Google Toolbar added search and other features to browsers. It became obsolete with the rise of modern web browsers, demonstrating the fleeting nature of certain technological enhancements.

28. Google Clips

Google Clips, an AI-powered camera, failed to appeal to consumers and was discontinued in 2019. This product highlights the challenges of creating market demand for niche tech gadgets.

29. Google Domains

Google Domains, a domain registration service, struggled to compete with established providers like GoDaddy and Namecheap. It underscores the difficulty of breaking into mature, competitive markets.

30. Google Code

Google Code, a hosting service for open-source projects, was shut down in 2016 as developers moved to platforms like GitHub. This failure shows the importance of staying ahead in rapidly evolving tech ecosystems.

31. Google Hire

Google Hire was a recruiting tool aimed at small and medium-sized businesses. Discontinued in 2020, it failed to gain sufficient adoption, highlighting the challenges of offering niche enterprise solutions.

32. Google Web Accelerator

Google Web Accelerator was designed to speed up web browsing but faced privacy concerns and compatibility issues, leading to its discontinuation in 2008. It underscores the importance of balancing innovation with user trust.

33. Google Hands Free

Google Hands Free allowed users to pay without taking out their phone. Launched in 2016, it failed to gain traction and was discontinued in 2017, showing the challenges of changing consumer payment behaviours.

34. Project Ara

Project Ara aimed to create a modular smartphone, allowing users to swap out components. It faced technical challenges and was cancelled, highlighting the difficulty of executing highly innovative hardware projects.

35. Google Notebook

Google Notebook was a web-based application for saving and organising notes. Despite its functionality, it was discontinued in 2012 in favour of Google Keep. This decision showed Google’s tendency to shift focus, sometimes leaving useful tools behind.

The Takeaway for Business Leaders and Charity CEOs

Google’s extensive list of failures provides a valuable lesson in the importance of focus and mastery. While Google’s core competencies in search and advertising continue to dominate, its ventures into other areas have often faltered. These failures highlight the risks of diversification without sufficient expertise and user understanding.

For business leaders and charity CEOs, the key takeaway is clear: excellence in your core area of expertise is paramount. Diversification should be approached