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Stephen Tyrone Colbert is an American political satirist, writer, comedian, television host, and actor. He is the host of Comedy Central's The Colbert Report, ...
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- Eric Schmidt And Stephen Colbert Talk Politics, Google Vs. Amazon, And The Strange Allure Of Failure [Video]TechCrunch - by Colleen Taylor - 13 hours agoStephen Colbert has been promoting his new book recently, and as part of this he stopped by Google's New York office to sit down with ...
Fortune Exclusive: Larry Page on Google
December 11, 2012: 5:00 AM ETThe press-shy Google CEO talks about mobile computing, his tussles with Apple -- and the future of search.
FORTUNE -- Last month, Larry Page sat down with Fortune Senior Writer Miguel Helft for a lengthy interview for a forthcoming Fortune magazine article. It was only Page's second wide-ranging conversation with a print publication since becoming CEO of Google in April 2011. The 70-minute discussion covered, among other things, Page's take on the future of search, his plans to integrate Motorola and how his management style has changed since taking the helm of the company. Edited excerpts follow.
Fortune: When you're thinking about the next bet you're going to make, how do you pick?
Larry Page: That's something we've been thinking about a lot. Unfortunately, there's not a perfect science to that. Partly I feel that Google is in uncharted territory in the sense that I don't think there's an example from history I can take and say: "Why don't we just do that?" We're at a pretty big scale. We're doing a lot of different things. We want to be a different kind of company. We'd like to have more of a social component in what we do. We like people to be happy with the products they're using. We like our employees to be happy about working here.
Larry Page: That's something we've been thinking about a lot. Unfortunately, there's not a perfect science to that. Partly I feel that Google is in uncharted territory in the sense that I don't think there's an example from history I can take and say: "Why don't we just do that?" We're at a pretty big scale. We're doing a lot of different things. We want to be a different kind of company. We'd like to have more of a social component in what we do. We like people to be happy with the products they're using. We like our employees to be happy about working here.
Sorry, back to your main question: Choosing what to do. We want to do things that will motivate the most amazing people in the world to want to work on them. You look at self-driving cars. You know a lot of people die, and there's a lot of wasted labor. The better transportation you have, the more choice in jobs. And that's social good. That's probably an economic good. I like it when we're picking problems like that: big things where technology can have a really big impact. And we're pretty sure we can do it. And whatever the technology investment we need to do that, it's not going to be that huge compared to the payoff.
What else would change [in a world with self-driving cars]? Would we not have streetlights? Would the cities be different? Do you have a vision for what could happen?
It's very hard to predict entirely. I think that, you know, one of the issues we face here is parking. I'm getting quotes [for] the cost for us to build a parking lot structure [of] $40,000 per space. It's all concrete and steel. Do you really want to use all your concrete and steel to build parking lots? It seems pretty stupid. If we have automated cars, or even if we have some fraction of automated cars, we'll save hundreds of millions of dollars on parking, just at Google. When you think about your experience, the car can drop you at the front door to the building you work at and then it goes and parks itself. Whenever you need it, your phone notices that you're walking out of the building, and your car's there immediately by the time you get downstairs.
It's very hard to predict entirely. I think that, you know, one of the issues we face here is parking. I'm getting quotes [for] the cost for us to build a parking lot structure [of] $40,000 per space. It's all concrete and steel. Do you really want to use all your concrete and steel to build parking lots? It seems pretty stupid. If we have automated cars, or even if we have some fraction of automated cars, we'll save hundreds of millions of dollars on parking, just at Google. When you think about your experience, the car can drop you at the front door to the building you work at and then it goes and parks itself. Whenever you need it, your phone notices that you're walking out of the building, and your car's there immediately by the time you get downstairs.
Let me bring you back to management in the company. One of your big early changes was to organize the company around product groups. Are you satisfied with what it's accomplished. If part of it was about getting faster, have you gotten faster? How do you measure that?
It's my job and my personality never to be satisfied. But in general I've been very happy with the changes that we made. And I think that we have focused the company and that's been very helpful. I've generally been happy with that.
It's my job and my personality never to be satisfied. But in general I've been very happy with the changes that we made. And I think that we have focused the company and that's been very helpful. I've generally been happy with that.
And do you measure the speed at which [you are executing]?
You kind of have a feel for it, but it's hard to measure really accurately. But I think a lot of things have improved. We had a measurement of our rate of how we check in code. We've seen some improvements in that, which I view as a good sign. But I probably put more weight on just an intuitive feel.
You kind of have a feel for it, but it's hard to measure really accurately. But I think a lot of things have improved. We had a measurement of our rate of how we check in code. We've seen some improvements in that, which I view as a good sign. But I probably put more weight on just an intuitive feel.
Web search is going through a pretty significant transformation with things like theKnowledge Graph, Google Now, mobile. What do you think search should be able to do? Are things that we see today that point us to where it's going to be five, ten years from now?
I've been saying the same thing about search in some sense for ten years or so. The perfect search engine would really understand whatever your need is. It would understand everything in the world deeply, give you back kind of exactly what you need.
I've been saying the same thing about search in some sense for ten years or so. The perfect search engine would really understand whatever your need is. It would understand everything in the world deeply, give you back kind of exactly what you need.
I think some of the things we're going to do with shopping are also related to that. In shopping we switched to more of a bid model. Part of that's just to make sure we get the information to better structure it, and we have really accurate information that we could give to you. Because obviously if you're buying something, it is a commercial transaction.
We've had tremendous focus on really making sure we have very accurate, very structured data about everything. We've been working on maps for seven years now or something, and a lot of that is to get exact data on like what is this street, and what is this business, what is the outline of this building. In order to meet our users' needs, the more accurate, the more detailed, the more structured the data we have, the better. That's why we bought ITA--to make sure we had better structured travel information.
A big part of this is happening as we shift from the desktop to mobile. There's a lot of concern about the prospects for advertising in mobile. How much do you think about monetization of new services?
Obviously we have a big company with a lot of revenue and a lot of people, and so we take our core business, search and advertising and all those things very, very seriously. And they do go through some disruption right now. And I think that's great. That's what's good about the technology industry is that we're building new stuff, new software that really meets people's needs better than the old things. And that's opportunity.
Obviously we have a big company with a lot of revenue and a lot of people, and so we take our core business, search and advertising and all those things very, very seriously. And they do go through some disruption right now. And I think that's great. That's what's good about the technology industry is that we're building new stuff, new software that really meets people's needs better than the old things. And that's opportunity.
We made our bets really early on on Android. We thought that the mobile experiences really needed a rethink, right? That was correct. It's been very successful. And I think because of that experience and the knowledge that we put into developing Android and our understanding that, we understand that space really well. I think we're in the early stages of monetization. The fact that a phone has a location is really helpful for monetization.
I view a whole bunch of things as additive that you can do on mobile that you couldn't do before. And I think with those things, we're going to make more money than we do now.
I think there's no company you would choose that would be better positioned to transition and innovate in mobile advertising and monetization. We've got all the pieces we need to do that going forward.
more on http://tech.fortune.cnn.com/2012/12/11/larry-page/
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