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I feel like my job as CEO is always to be pushing people ahead.

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
Always
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People
Ceo
Pushing
Ahead
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Feels

More quotes by Larry Page

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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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You need to get one thing done well, or else you don't have permission to do anything else.
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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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We really care about our brand. We really want it to stand for high quality. We want people to be excited about it, for it to be fun.
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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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It is often easier to make progress on mega-ambitious dreams. ... Since no one else is crazy enough to do it, you have little competition.
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If we are not trusted, we have no business.
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Big companies have always needed and cooperated in areas where it made sense.
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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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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.
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If you ask an economist what’s driven economic growth, it’s been major advances in things that mattered - the mechanization of farming, mass manufacturing, things like that. The problem is, our society is not organized around doing that.
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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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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.
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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 never lose a dream, it just incubates as a hobby.
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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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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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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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We should be focusing on building things that do not exist.
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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.
Larry Page