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Google boasts of having the best technology for sophisticated workloads of machine learning and artificial intelligence. The company also created Kubernetes for Virtual Containers technology, which allows developers to easily move code between machines and clouds.
Many industry experts, venture capitalists and technical managers, however, told CNBC that Google's sales team was ineffective, preferring to sell what it thought was the best rather than what customers needed.
"You are not paid to be right, you are paid to sell what the customer wants to buy," said Mackey Craven, a partner of venture capital firm OpenView Venture Partners in Boston, which focuses on companies in the start-up phase.
Bloom said that Kurian could have an advantage over Greene because his work at Oracle focused on the technology stack, from the data center and hardware to the application software. This is important at Google because the company's cloud group includes a cloud infrastructure as well as applications such as email, word processing and spreadsheets. Greene, on the other hand, has spent his career in "the bowels of the operating environment," Bloom said.
"Thomas is a very strong general manager and he understands all aspects of the business," Bloom said.
Nevertheless, Kurian faces a major challenge: not only integrating the culture of Google's developers, but also reassuring buyers and trusting them to the Google brand.
While Google has long had a large number of small and medium-sized businesses using its applications, it is quite different to attract large business information managers, especially in highly regulated industries. Kurian will need Alphabet's investment dollars to engage good sellers and aggressively exploit big clients.
This is a difficult sell at Google, whose investor base is now expecting high operating margins. Diane Bryant, a former corporate executive, was named chief of operations last November, but lasted only seven months in the company.
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