I thought the most interesting aspect of this article was all the "it would never work at my company" comments. Of Mayer's six rules, several are "Meetings 101" - always have an agenda, make sure there's a note taker, have a time limit. In fact, it sounds like a big part of her success with meetings at Google is that she actually follows these rules and gets others to follow them. Those rules should work at any company. 

Two more rules - hold office hours, have mini-meetings - obviously help her with time management, enabling the claim of 70 meetings per week. 70 five minute meetings per week would still leave plenty of time for beach volleyball at the Googleplex. Depending on the company, you could take or leave these - I interpret them as "semantics." 

But the last rule (actually #5 in the article) is going to be the sticking point for most of us - "use data" as the basis for decisions, not emotions or politics. Google, Amazon, and Proctor & Gamble are all examples of companies that have a lot of data, and easy ways to create more data and to test ideas. In this article, Marissa doesn't offer advice for those of us without such a testbed, or a product with hundreds of users rather than millions. However, in a talk via the Stanford Entrepreneurial Thought Leaders podcast (http://edcorner.stanford.edu/authorMaterialInfo.html?mid=1554), she made the point that even a small company with a small amount of web traffic can easily test multiple website versions against one another. Getting data about a product is a bigger challenge, but you can read this article as throwing down a challenge to all of us to start developing ways to get more data to inform our decisions.

Clearly this meeting approach, especially the "use data" aphorism, is working for Google, and for other companies who have the data and make good use of it.