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You need to invent things and you need to get them to people. You need to commercialize those inventions. Obviously, the best way we've come up with doing that is through companies.
Larry Page
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Larry Page
Age: 51
Born: 1973
Born: March 26
Business Magnate
Computer Scientist
Engineer
Entrepreneur
East Lansing
Michigan
Lawrence Edward Page
Lawrence Page
Lawrence E. Page
Lawrence Edward Larry Page
Lawrence Edward Larry Page
Larry E. Page
L. E. Page
L E Page
L. Page
L Page
Larry E Page
LE Page
Need
Inventions
Needs
Invent
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Invention
Things
Companies
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Obviously
Company
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Come
Commercialize
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I remember turning in my first assignment in elementary school using the computer and the teachers were kind of confused that I had printed it.
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Almost everyone who has had an idea that's somewhat revolutionary or wildly successful was first told they're insane.
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For me, privacy and security are really important. We think about it in terms of both: You can't have privacy without security.
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You can try to control people, or you can try to have a system that represents reality. I find that knowing what's really happening is more important than trying to control people.
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I have a simple algorithm, which is, wherever you see paid researchers instead of grad students, that's not where you want to be doing research.
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Excellence matters, and technology advances so fast that the potential for improvement is tremendous. So, since becoming CEO again, I've pushed hard to increase our velocity, improve our execution, and focus on the big bets that will make a difference in the world.
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If you're changing the world, you're working on important things. You're excited to get up in the morning.
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You can be serious without a suit
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Optimism is important. You have to be a little silly about the goals you are going to set. There is a phrase I learned in college called, 'having a healthy disregard for the impossible.' That is a really good phrase. You should try to do things that most people would not do.
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We believe strongly that in the long term, we will be better served - as shareholders and in all other ways - by a company that does good things for the world even if we forgo some short term gains. This is an important aspect of our culture and is broadly shared within the company.
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As we transition from one screen to multiscreens, Google has enormous opportunities to innovate and drive ever higher monetization. Just like Search in 2000.
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Our mission is to organize the world's information. Clearly, the more information we have when we do a search, the better it's going to work.
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Being negative is not how we make progress, and the most important things are not zero sum.
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Most of us carry at least one device, all the time, every day. In fact many of us would feel naked without our smartphone. It's hardly surprising mobile search queries - and mobile commerce - are growing dramatically across the world.
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You don't need to have a 100-person company to develop that idea.
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The Star Trek computer doesn't seem that interesting. They ask it random questions, it thinks for a while. I think we can do better than that.
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How exciting is it to come to work if the best you can do is trounce some other company that does roughly the same thing?
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Computing is kind of a mess. Your computer doesn't know where you are. It doesn't know what you're doing. It doesn't know what you know.
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Part of our brand is that we're pretty understated in what we do. If you look at other technology companies, they might preannounce things, and it will be a couple years before they really happen, and they don't happen in the way they said they would.
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Many leaders of big organizations, I think, don't believe that change is possible. But if you look at history, things do change, and if your business is static, you're likely to have issues.
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