When Diane Greene first joined Google in late 2015, her first task was to assemble the company’s disparate and often-wayward cloud projects and whip them into a real business.
Sales, marketing and engineering divisions didn’t work together well when pitching companies on Google’s internet-based computing power, storage and services. And some cloud offerings lacked proper credentials to sell to regulated sectors like the government and health care, a handicap in tackling rivals.
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