Introduction Google Inc. has developed a unique business and operation strategy that enables it to provide its software almost free of cost to its customers. Since 1998, when it was first incorporated in 1998, Google has shown continuous growth and expansion. Due to its eminence as an innovative tech company, Google stresses highly on developing new and innovative products. It has captured a large part of the smartphone software market for its mobile operating system, Android, through its unique alliances. The most recent endeavour of the company is to build an innovative hands free wearable computer device called Glass. The Glass can be worn with a sunglass or a prescription glass. Being the first firm to have achieved the possibility of a wearable computer, Google enjoys the status of the first entrant into the wearable computer market, which is yet to develop. Recently the company has decided to mass market the product (Melton 2014). This paper analyses and evaluates the operations strategy of Glass. The paper will first try to understand the general environment of the Google Glass and the objective and goals of the company for the product. Theory The evaluation of the operations strategy of Google Glass will be based on understanding the entry strategy for an innovative futuristic product that faces social barriers to adaptation. In order to understand the operational strategy of a company it is paramount to understand the strategy that the company undertakes and the internal and external environment that possible has an influence on its decision-making process. In case of Google Glass, it should be understand that understanding the market is important as it is creating a completely new product for the market and adaptability of the innovation will influence its performance. Hence, the operations strategy will depend on the market requirements. Being the first entrant into the wearable computer market, Glass has its strategic and competitive advantages (Lieberman & Montgomery 1988). Earlier researchers have often replied on the reason for the failure or success of first-mover opportunity on ‘luck’ (Lieberman & Montgomery 1988) that the more recent scholars have rejected (Chesbrough & Rosenbloom 2000). Google Glass – Evidence Competitive Advantage The competitive advantage of the product is its first mover’s advantage. Google Glass enjoys the position of the only product that is present in the market. Presently, Google has given the product to 8000 select developers but in 2014, it has entered into and alliance with Luxottica and VPS Global to mass markets their product (Melton 2014). However, the product is still nascent and is in the introductions stage of the product life cycle. SWOT Analysis A SWOT analysis of Google Glass is shown in table 1 that shows the strengths and opportunities for Google Glass and the problems it may face in its latest strategy to mass market. Table 1: SWOT Analysis of Google Glass Strength                                                                                                                                 Weakness                                                                                                                                 * Innovative, futuristic technology of Google Glass (Garfinkel 2014).                                                                    * The product has not yet been marketed in a large scale.