1.How would you describe Google's culture? What was the view of managers prior to Project Oxygen?

-Why did engineers view managers so negatively?

-What was their (often unstated) view of the manager's job/role?

-What do you think it was like being a low- or mid-level manager in Google's early years?

2.What kinds of people work at Google? What do Google's employees want from their managers? What should be the role of HR in such a setting? What should be the role of managers?

3. What is your evaluation of the steps the Project Oxygen team took to identify the characteristics of effective managers at Google? What were the biggest challenges at this stage of the change process? How were these challenges overcome?

4.What is your assessment of the Oxygen 8 attributes? What value (if any) do they provide? Do the attributes provide Google with a sustainable source of competitive advantage?

5.What should Setty's priorities be 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?

In particular, should he and his team take on the challenge of trying to create "truly amazing managers?" If so, how?