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Every story I read about Google is about us vs some other company, or something else, and I really don't find that interesting. We should be building great things that don't exist. Being negative is not how we make progress.
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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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 never lose a dream, it just incubates as a hobby.
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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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We have a mantra: don't be evil, which is to do the best things we know how for our users, for our customers, for everyone. So I think if we were known for that, it would be a wonderful thing.
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We understand the need to balance our short- and longer-term needs because our revenue is the engine that funds all our innovation. But over time, our emerging high-usage products will likely generate significant new revenue streams for Google as well as for our partners, just as search does today.
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Serving our end users is at the heart of what we do and remains our number one priority.
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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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We try to, when you come to Google, fulfill that need that you have as quickly as possible.
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We have always believed that it's possible to make money without being evil.
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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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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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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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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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