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If you say you want to automate cars and save people's lives, the skills you need for that aren't taught in any particular discipline. I know - I was interested in working on automating cars when I was a Ph.D. student in 1995.
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
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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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Over time, it's becoming more and more understood by people that we're acting in their interests. And that's a very, very powerful thing for our brand.
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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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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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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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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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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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If you’re not doing some things that are crazy, then you’re doing the wrong things.
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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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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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The ultimate search engine would basically understand everything in the world, and it would always give you the right thing. And we're a long, long ways from that.
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If we were motivated by money, we would have sold the company a long time ago and ended up on a beach.
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We don't have as many managers as we should, but we would rather have too few than too many.
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The Web is a vast collection of completely uncontrolled heterogeneous documents.
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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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You have to combine both things: invention and innovation focus, plus the company that can commercialize things and get them to people.
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