* This is a compilation of quotes sourced from the internet.
Lawrence “Larry” Page is an American computer scientist and internet entrepreneur who co-founded Google Inc. with Sergey Brin, and is the corporation’s current CEO. Page is the inventor of PageRank, Google’s best-known search ranking algorithm. As of November 2014, Page leads a global organization that consists of 55,600 employees operating in more than 40 countries. Page is a board member of the X Prize Foundation (XPRIZE) and was elected to the National Academy of Engineering in 2004. Page received the Marconi Prize in 2004.
On Invention Is Not Enough | Invention is not enough. Tesla invented the electric power we use, but he struggled to get it out to people. You have to combine both things: invention and innovation focus, plus the company that can commercialize things and get them to people.
On My Job As A Leader | My job as a leader is to make sure everybody in the company has great opportunities, and that they feel they’re having a meaningful impact and are contributing to the good of society. As a world, we’re doing a better job of that. My goal is for Google to lead, not follow that.
On Changing The World | If you’re changing the world, you’re working on important things. You’re excited to get up in the morning.
On Privacy A
nd Security | For me, privacy and security are really important. We think about it in terms of both: You can’t have privacy without security.
On Revolutionary Change | Especially in technology, we need revolutionary change, not incremental change.
On Missing The Future | Lots of companies don’t succeed over time. What do they fundamentally do wrong? They usually miss the future.
On Our Future Goal | Basically, our goal is to organize the world’s information and to make it universally accessible and useful.
On The Ultimate Search Engine | 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.
On Managers | We don’t have as many managers as we should, but we would rather have too few than too many.
On Leaders Not Believing In Change | 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.
On Democracy | We can’t have democracy if we’re having to protect you and our users from the government over stuff we’ve never had a conversation about. We need to know what the parameters are, what kind of surveillance the government is going to do, and how and why.
On What Driven Economic Growth | 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.
On The Skills To Automate Cars | 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.
On My Grandfather | My grandfather was an autoworker, and I have a weapon he manufactured to protect himself from the company that he would carry to work. It’s a big iron pipe with a hunk of lead on the head. I think about how far we’ve come as companies from those days, where workers had to protect themselves from the company.
On Computing | 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.
On Health Care | If your access to health care involves your leaving work and driving somewhere and parking and waiting for a long time, that’s not going to promote healthiness.
On Making A Difference | What is the one sentence summary of how you change the world? Always work hard on something uncomfortably exciting!
On Invention Versus Implementation | Invention is not enough. Tesla invented the electric power we use, but he struggled to get it out to people. You have to combine both things: invention and innovation focus, plus the company that can commercialize things and get them to people.
On Making Google Products Beautiful | I do think there is an important artistic component in what we do. As a technology company I’ve tried to really stress that.
On What’s Important | Lots of companies don’t succeed over time. What do they fundamentally do wrong? They usually miss the future. I try to focus on that: What is the future really going to be? And how do we create it? And how do we power our organization to really focus on that and really drive it at a high rate?
On Robots Replacing Humans | The idea that everyone should slavishly work so they do something inefficiently so they keep their job – that just doesn’t make any sense to me. That can’t be the right answer.
On Using Money As A Motivation | If we were motivated by money, we would have sold the company a long time ago and ended up on a beach.
