Garvin’s article How Google Sold Its Engineers on Management describes Google’s unique approach to management. Google prides itself with having the best, most highly satisfied employees in the industry. A majority of its employees are engineers that prefer spending time creating and building, which makes it difficult for management to exist. Many of Google’s employees are also highly independent and do not like being micromanaged. Garvin (2013) described a 2002 experiment where Google made their organization flat, eliminating engineering managers, the company realized that managers do more than just manage projects. Managers contributed to the company, “by communicating strategy, helping employees prioritize projects, facilitating collaboration, supporting career development, and ensuring that processes and systems aligned with company goals” (Garvin, 2013, para. 2). Google then created a people operations department in charge of performance reviews and creating the Google company survey. The people analytics group was created one year later which set out to collect data and in an evidence-based manor to solve problems in the organization. Having been data-driven in every other department in their company, Google wanted their human resources department to use the same approach. To contribute to the data-driven change, Project Oxygen was born. Project Oxygen set out to prove that managers don’t matter, in order to find that mangers do matter. People analytics examined the Google ratings, semiannual reviews, and exit interviews to determine how managers affected employees. Oxygen identified eight different characteristics that high-scoring mangers shared and used those characteristics to describe ideal leaders. People ops used the findings in Oxygen to build their training and assessment programs. The surveys people ops uses today are based off of Oxygen’s