>>Campbell Brown: I was watching your commencement
address to Michigan students a little bit
earlier, and your advice to them was always
work hard on something uncomfortably exciting.
So what makes you uncomfortably excited about
Google right now?
>>Larry Page: Well, I was really struck by
Peter's earlier speech right before lunch.
He said we should live in a world of abundance.
That's not how we're thinking about it.
And I guess I get really excited about things
we can do at Google to really seriously change
the world. You know, I think we did that with
Search. We tried that with Books. You know,
we've tried a whole variety of things that
are just -- have really been change.
And I thought back to seven years ago we started
to work on Maps. You think about that, that
was before phones, smartphones, couldn't really
use the Maps on your phone. You had to use
it on a computer.
We said it would be really nice have a virtual
reputation of the real world that was accurate,
and seven years later we're kind of almost
there and we're excited that other people
have started to notice that we've worked hard
on that for seven years.
[ Laughter ]
>>Larry Page: But for me it's kind of these
big ideas that you have early. I think Peter
had many of those ideas and I don't know,
asteroid mining, whatever, he's good at coming
up with those things.
But I think we're good at coming up with them
in the context of our business and building
an open source operating system for phones
before we had smartphones.
Or you know, currently probably we're doing
something that all of you think is crazy.
We're making self-driving cars, but I have
young kids. I imagine many of you do.
Imagine, you know, 10 or 12 years from now
they're turning 16. How happy will you be
to have them being taught by a car? They can
still drive. They think they're driving, they
just can't kill themselves or anyone else,
but you can still have the illusion of driving
if you like.
Wouldn't that be a better world?
And it's the leading cause of death for 16-year-olds
is car crashes in the U.S.
So you just kind of think about those kind
of things and it's easy to think they're crazy
now.
>>Campbell Brown: I was wondering what your
motivation was. It's clear.
There were a lot of questions submitted about
Search, so let me read this one.
Google is starting to compete with many of
its clients in local, mortgage, travel, and
now automotive categories.
How do you decide whether a market is already
being served well by existing sites or whether
it's a market that Google needs to enter?
>>Larry Page: That's always a hard question.
I think if you -- I just gave the Maps example
a little bit. I think if you think back then
we had the same kind of criticisms like oh,
there's already Mapquest. Anybody heard of
them? I mean, nobody uses them anymore.
There's a lot of change that happens in the
industry. And I think for us we realize that
location was an integral part of Search, like
you want to search for things in a given location,
you want to search for a business or maybe
a trail. And so for us that was an important
part of Search, like you don't want to just
search for words, you want to search for words
plus locations. And that meant that we needed
a high level of integration, which is hard
to do generally with third-party kinds of
things.
I think many of these things are similar kinds
of stuff. You know do you want -- if you type
"Sony digital camera" do you want a list of
links to other search engines?
I don't think that's really right. I think
you probably want product information or you
want to buy something, and so our job is to
serve users, to serve all of you and to do
a really good doing that. And a lot of times
that requires us really answering the question
and understanding deeply that underlying information.
So recently I was curious, I was interested
in the height of the San Mateo Bridge, and
we have these knowledge cards now and actually
Google spit back 270 feet or whatever. I just
got the actual answer.
You know, I was kind of shocked because I
had hoped that we would do that for years
and years and we're finally actually doing
that, but to do that in a wide variety of
areas, we need pretty deep understanding of
those areas.
>>Campbell Brown: Let me ask you one more
and then I'll go to you guys.
This is about hardware.
Google with Motorola is now a hardware company.
How important is hardware to Google? What
role does it play in the overall strategy?
>>Larry Page: I think Android has been tremendously
successful. We're activating well over a million
Android devices a day.
And we're really excited about that. We've
had a history of doing reference devices.
We've done Nexus. I see many of you carrying
around the 7-inch tablet, which I really love.
It's an amazing device.
We designed that as a reference kind of in
collaboration with Acers.
So I think we're a little bit agnostic to
how people get a great experience, but again,
all of you as users, hopefully are users of
Google products, we really want you to have
a great experience and we want to be able
to innovate both on hardware and software.
I think back before we had smartphones we're
trying to get our software out to people and
it was a complete disaster. You know, we couldn't
each get something out there that would upload
photos. Like carriers would say no. We had
a closet of 400 different phones. We had to
write specific software for each phone. It
was a complete and total disaster.
You think about where we're at now it seems
much better than that. We still see tremendous
opportunities for innovation in hardware.
And we have Google Glass. Sergey, my partner,
is working hard on Google Glass, and that's
the computer that you're wearing all the time.
And it's an amazing device. Every time I use
it I feel like I'm living in the future.
We're discovering things that we don't know
yet about how you interact with it, what kinds
of things you'll do and really how your life
will be completely changed by that.
So we've got to have innovation, hardware
and software at the same time needs to be
well coordinated. I think our users are well
served from us taking a leading role in that,
but also being practical about it. There's
lots of people who are good at making hardware.
We don't have to make all that hardware. We
can cooperate with those people.
>>Campbell Brown: Okay. Right over here.
>>> Hi. I'm (saying name) from the Wall Street
Journal. I have a few questions, but I'll
be really, really quick.
You mentioned Maps and a bunch of my friends
want to know whether Google is working on
an iOS app for Maps. But the two main questions
that I have are kind of on the minds of shareholders
right now, one being whether you feel like
Google's business is going to emerge unscathed
from the FTC probes that are happening in
Europe and here; and secondly, everyone is
very happy that you're doing well in speaking
again, but people are still curious to know
what's your diagnosis and are you going to
be okay going forward? Thank you.
>>Larry Page: I think that was three questions.
[ Laughter ]
>>Larry Page: So I forgot the first one already.
Maps.
I mean, we like people to be able to use Maps.
You know, I think the question we run into,
like I mentioned with the carriers, when you
have folks who control distribution, that's
not usually a great place for Google, because
we like people to get our products and to
get the products that we like producing.
So, you know, we continue to evaluate that.
We generally like people getting our products,
but we're not fully in control of those things
on every platform in the world.
And there's a lot of detail that matters there,
too, obviously, to make products viable over
a long period of time and so on.
That said, I mean, I think it's likely. You
know, you're seeing all sorts of speculation
about that. We'd obviously love to serve users
on different platforms with maps.
Antitrust stuff, I think -- obviously, we're
very big in terms of our impact. I think,
you know, with that comes scrutiny. We accept
that and welcome that. I think there's very
many decisions we make that really impact
a lot of people that are important questions,
free speech, lots of things that we do.
You know, I think we've had a pretty good
debate with the regulators. We've taken an
approach to work with them. I think that's
been working. And, you know, I'm hopeful that
will continue to work well.
I do think that overregulation kind of of
the Internet and restriction in what people
can do is a big risk for us.
You know, we've had a lot of debate about
our privacy policy changes that we did earlier
this year. And I was just struck, I was using
Google Now, which is a new product we have
on Android that's just sort of rolling out,
and, you know, it tells you if you search
for an address and you turn on your phone,
it basically shows you, like, by the way,
Larry, you're going to be late. You really
need to leave for that address now. It sort
of connects your search to your phone, you
know, gives you a notification right on the
lock screen of your phone or the notifications.
Super powerful. It's an amazing feature. It
wasn't allowed by our previous privacy policy,
because we weren't allowed to combine information
across products. And so virtually everything
that we want to do, I think, is somewhat at
odds with, you know, locking down all of your
information for uses that you haven't contemplated
yet.
So that's something I worry about. I think
that's a very important thing.
We don't actually know how the Internet's
going to work ten years from now, so it's
kind of, I think, a mistake to start carving
out large classes of things that you don't
really understand yet that you don't want
to let people do. I think that's kind of the
approach a lot of regulators are taking, which
I think is sad.
Obviously, I'm here talking, still a little
hoarse, but I'm here. So I'm happy with that.
>>Campbell Brown: Right over here.
>>> Hi. My name is Larry Aidem (phonetic).
And my partner and I, through a company called
Iconic TV, do a bunch of channels for you
at YouTube.
>>Larry Page: (indiscernible).
>>> Thank you.
And my questions, because we're partners,
will be much more unctuous and suckup, even
Emir's (phonetic)
We -- Part of the reason we're doing this
is, both Michael and I are recovering traditional
media executives, and we worked in big companies
like Viacom, Time Warner, and the last company
I ran was owned by NBC Universal and CBS.
And the slow pace with this so many of these
companies in that world steer their ships
have partly to do with legacy and protecting
what they've got, but a lot to do with just
a lack of, I think, an ability to do the think
big, or act big and think -- act small, think
big. And you guys, for people like us, you
move at breath taking speed. And I'm just
curious what you do both at Google and also
in the way you've managed the YouTube acquisition,
which I think you could look at as one of
the most successful examples of somebody buying
something and not screwing it up.
What's consciously done to keep that ethos,
both at the Google level and then at YouTube?
>>Larry Page: Well, thank you.
It's hard to keep things moving. And that's
always a big trick. I think for me, the key
is setting really big goals. And, you know,
with YouTube, I think we've had tremendous
leadership, both with the founders and now
with Salar, who's been running it. And I think
they've all had a vision, you know, to really
improve people's entertainment, improve access
to entertainment, build a community that feels
really strongly about it, that, you know,
has free speech, that has really great diversity.
And, you know, it's a two-way medium. And
what does that mean for entertainment? And
so that's kind of in their mission. And even
how do we improve the world, given that most
people spend most of their time engaged in
entertainment, you know, looking at a screen,
how do we make the world better, given we
have the Internet and people doing that?
And that's something you can work the rest
of your life on and be excited about; right?
And not just purely making money; you're also
thinking about how do we make things better.
You've got 20 or 30 hours a week of people's
time. That could really materially affect
the world, right, and not just make a lot
of money.
And so I think -- And we're not there with
YouTube yet. You know, we're ten minutes or
something out of the 40 hours. So you can
see the potential for business growth, and
you can see the potential to do something
new and different. And you have a great base
to build on that.
But in -- my experience with these things
is, you kind of get stuck. You know, you're
a car company; you make cars. You know, you
look at Tesla. I mean, I'm friends with Elon.
They're a car company with a mission to change
the world and make it zero emissions. You
know, that's a mission you can get further
on than just being a normal car company. And,
again, from Peter's talk, you know, technology
is with you. They've got a 30% a year, 10%
better every year batteries to work with.
And, you know, car engines don't get better,
traditional ones.
I think, a lot of times my issue is people
are not setting goals that will be something
that -- somebody becomes rich or can do anything.
You've got to be excited about working on
that for ten years. So you've got to have
a big enough goal that, you know, you attract
the best people and you retain them and you
keep them focused.
And in my experience, you don't go wrong.
You know, maybe you don't hit it next year,
or maybe you fail entirely and you discover
something more exciting to work on with the
same set of people.
>>Campbell Brown: Right here.
>>> Hi, Larry. Miguel (saying name), (indiscernible)
Fortune Magazine.
The switchover to mobile in computing has
stumped a lot of companies. So far, Google
seems to be doing very well and obviously
is leading with Android. But there's a persistent
thinking out there among the punditry out
that there search and mobile, mobile is going
to affect search negatively that people will
go directly to apps and things like that.
What's your view of the future of the search
on mobile?
>>Larry Page: We have, you know, a very large
app store with a lot of apps. So I think we're
pretty well situated there.
I think people get a little bit too hung up
on those things. There's things the Web does
well. There's things that apps do well. There's
things that apps do well and that the Web
doesn't do well and things that the Web does
well that apps don't do well. And I think
if we do a good job, the Web will get better
and apps will get better and they'll kind
of be blurred. So I don't actually kind of
see it that way.
So that kind of being said, I think that the
things you do on mobile, there's things you
can do that you couldn't do before. So the
example I mentioned, you know, you turn on
your phone and it tells you you're going to
be late, or you know, it even notifies you
based on knowing where you are; right? And
the fact that you're carrying a computer that's
with you all the time, which wasn't really
true, you know, in the Web, you know, I've
got a laptop and I'm on the Web kind of realm.
So I think most of these things are new opportunities.
And we see that, you know, if you run an ad
on a phone, you know, and you -- you give
a way for people to call, they're a lot more
likely to call than they are with your laptop;
right? And that's an opportunity; right?
Now, every advertiser that advertises has
to realize that. You know, we have software
to do that. But people need to opt into it.
And all those things take time. That innovation
takes time.
But there's so much opportunity based on always
having a computer with you, knowing where
it is, and so on. I think, you know, monetization
is going to go up. Opportunities are going
to go up. Products are going to work better
for people. And I think we are -- I think
Google's pretty good at understanding all
that, so I'm very -- I think that's a benefit
to us, not a hindrance. There will be some
disruption as people go through those changes,
but a lot of the things we do work great on
a smartphone. You know, I don't find my use
of the Web with Chrome, you know, Android
phone, to be much different from my use on
desktop. So I don't see there's going to be
that much disruption. And I think there's
going to be tremendous benefit.
We've been a little bit slow in rolling out
to Chrome to Android. So there aren't that
many users of Chrome yet on Android. But once
you get Chrome on Android or you get other
modern browsers, you can do anything on your
phone you would have done with your desktop
pretty well, even buying things and so on.
So I think that's going to happen very quickly.
>>Campbell Brown: Right over here.
>>Larry Page: Yes.
>>> Hi. My name is Marcel. I'm from (saying
name) Brazil.
We have just heard Jeffrey talk about intellectual
property. And I would like to hear your side,
how you think about that.
>>Larry Page: Well, it was great to hear his
positive report. And I certainly feel like
we worked together to make that industry better
than we have in the past maybe.
That said, I think we see free speech as being
really important. We're seeing an Internet
that can innovate, really important. And we
think, in general, we should just be working
with content industries to solve these problems.
And I think, in general, we don't see regulation
as a great source, or legislation as a great
solution for these problems.
So I think that being said, you know, I'm
cautiously optimistic. We have the Play Store.
I think it's important for technology companies
to cause people who are making intellectual
property to be successful. We've done a lot
of work on YouTube to let people identify
their own content and monetize it. And I think
those kind of things are really important.
So I think we haven't quite -- you know, I
wouldn't say the Internet yet is healthy in
allowing monetization of people's intellectual
property. I think the advertising model's
worked well. But I think the other models
are not yet really healthy. So, again, I'm
very optimistic that people will be able to
make more and more money from content. That
will drive the creation of more content. That
will benefit Google. That will benefit anyone
making content.
We've paid out over $6 billion last year through
advertising, revenue to other people who make
content. You know, and I would love to number
to be 10 billion, 50 billion, 100 billion.
And I think those things are achievable.
>>Campbell Brown: Go ahead.
>>> Hi, Larry. Pam Springer with Manta.
Just curious how the workforce has changed
within Google. I know your practice of 20%
time allocated to people to do their favorite
projects and just in general, retention, as
things get more and more competitive.
>>Larry Page: Yeah. I mean, if anything, I
feel like things have gotten better. I feel
like we've had very high retention of our
people. You know, we keep getting kind of
number one or -- place to work in the world
and so on. So I think we're doing something
right there.
And for me, it comes back to what you said
earlier just about setting really important
goals, making sure we're setting goals high
enough that people really want to come into
work in the morning and they believe in what
the company is doing. And they believe that
our ethics are sound and their morals are
right and that we're also trying to make the
world better in addition to making our business
bigger and better.
I think, you know, we're in a very competitive
environment, but I think we've been really
happy with our ability to do that.
I think we try to treat our employees as owners
and as part of our family. And I think that's
been really powerful, too. I mean, it sounds
stupid, but just free food, you know, people
-- really trying to treat people how you think
they're going to be treated ten years from
now. Right, my grandfather was an autoworker.
You know, and I still have a -- a lead hammer
that he would carry to work every day to protect
himself from the company, right, that he worked
for. You know, I don't think that's Google.
[ Laughter ]
>>Larry Page: That's two generations; right?
So what will the next generation be?
And I think, hopefully, you know, I believe
in a world of abundance, as Peter was saying.
And in that world, many of our employees don't
have to work; right? They're pretty wealthy.
You know, they could probably go many years
without working. Why -- why are they working?
They're working because they like doing something.
They believe in what they're doing.
And I think that's what the future world's
going to be like, hopefully. And so I believe
we want to get ahead of those trends and drive
those trends, not follow them. So you want
every worker you have to have the choice not
to work and to do whatever they want to do,
but they want to work for you because they
believe they're doing something great and
important. So that that's what you should
want. That's like Henry Ford wanting every
employee to be able to buy a car; right? We
want every employee to be able to do everything,
but we want them to still work for us.
>>> Chris McCann from 1-800-Flowers.com.
One of the changes taking plagues right now
is around payments. I'm just interested in
your longer-term vision of Google Wallet,
but overall Google as a facilitator, or what's
Google's role in payments.
>>Larry Page: Yeah. That's a really good question.
You know, I think, obviously, you know, you're
carrying a phone. And that's the right way
to do payments. So we've been working hard
on that. Google Wallet's really -- provides
an amazing experience. Like, people who have
Google Wallet working on their phones, I mean,
they'll just -- they'll sit for five minutes
and they'll rave about it. You know, I don't
have to carry a credit card anymore. I can
tell when something's charged. It's more secure.
Just an amazing experience. So I think it's
pretty clear that everything will go that
way.
And furthermore, you know, coupons and offers
and all those things are going to be managed
for you in a lot more useful way.
So I think again your life's going to be changed
by how you buy things. And that's something
we're really working hard on. And I think,
you know, five years from now, I don't think
I could totally tell you all the changes that
are going to be made, but I can tell you your
life will be changed and that buying things
will be a lot more seamless and a lot faster
and it will be a great experience.
>>Campbell Brown: Anybody?
We have a couple more minutes, so I have a
couple more.
>>Larry Page: All right.
>>Campbell Brown: And if you --
>>Larry Page: Don't be shy.
>>Campbell Brown: -- you have another question,
don't be shy. Just move on up to the mike
and I'll make time for you.
This one is about education. Since Google
has effectively become the global encyclopedia,
how does it fit into the transformation of
research and of learning in education?
>>Larry Page: Yeah, I mean, I think that's
something we kind of view an our core mission.
Even with search, we've said for a long time
if you were the perfect search engine, you
would understand everything in the world,
you would be kind of like a librarian, but
they knew everything. You'd understand when
you type a query or we know more about you,
we know -- we understand deeply what you want
and we give you that exact right thing.
And that requires, basically, being smart.
It requires knowing everything in the world
and understanding what you want in your context,
you know, where are you in the world. Are
you a Murray Gell-Mann or Lisa Randall with
respect to physics, or are you me, right,
who knows nothing about physics? When they
type a query versus you typing a query, hopefully,
you get different things; right? There's a
really different level of understanding.
So I think, you know, for education, as well
as almost everything else we do, similar set
of needs. We just want to really empower you
to just be able to do amazing things, to learn
things that, you know, before would take you
days or years to learn, maybe it takes you
five minutes or a minute now to learn those
things. I think that's having a huge effect
on the world and its productivity, and I think
it's going to have sort of an ever-increasing
benefit to the world. And education.
Personally, on education, I think we think
about it a little bit too static. You go to
school, you're educated for 20 years, you
leave school, and then you don't do any education,
you just do your job, maybe learn a few things.
I think it would be better if it was more
of a continuous cycle. People could learn
new things, they could switch careers. There's
lots of people in Silicon Valley very excited
about, you know, getting people certification
that they, like, know how to do something,
you know, just purely online. And there's
certainly some number of people that will
work for. When I was at Stanford, I just watched
all my classes on video, 'cause that's how
the Computer Science Department did it. They
recorded everything. So I would watch and
never go to class. You know, the day before
the exam, I'd watch all my classes, and then,
hopefully, I'd pass the exam. And it worked
pretty well for me.
[ Laughter ]
>>Larry Page: So I'm not sure that works for
everyone. But it works for a lot of people.
And it's very, very cheap to provide education
that way. It can be provided to anyone in
the world, sort of on an equal basis at almost
no cost. So I do think there's going to be
tremendous changes that happen in education.
I think if you wanted an electrical engineer,
quote, unquote, that person could be certified
fully online, could be an amazing employee,
and that could be done at almost zero cost.
So that's exciting. And it's disruptive for
normal kinds of educational things.
I'm a big fan of traditional education, too.
I don't think we should just, like, shut it
down. But I do think there's tremendous opportunities
for using technology to improve that and to
really change what people do.
>>Campbell Brown: Hear, hear.
>>Larry Page: Somebody stood up. Yes.
>>> I love the contextual world that you're
trying to bring us with the Google Project
Glass and stuff like that.
Bill Gates sold me a tablet PC and got me
really excited about tablet PC. And it was
not Microsoft that made that a mainstream
product for a whole lot of reasons that Steve
Jobs and you have improved with this Nexus
7 that we got. It's a beautiful product. I
agree with you.
Where -- a big part of context is who we're
with. And, unfortunately, in my life, most
of my "who we're with" and what are we doing
together is on a non-Google server somewhere.
How do you think Google is going to attack
that with this Google Glass, the Project Glass,
where we're going to want to know things about
who we're with and what we're doing and what
the intent of that group is?
>>Larry Page: Yeah, I think that's a very
insightful question.
You know, I think -- I think, hopefully, if
the Internet works well, there will be a lot
of services that do amazing things based on
where you are and who you're with. And, fundamentally,
for a computer, you know, that's not a very
hard thing; right? That's, like, some small
amount of data somewhere.
So I think, hopefully, there will be a lot
of services and people who really use that
data and who really provide it for a whole
variety of amazing and interesting services.
You know, and I think the example I mentioned
about Google Now, about just knowing about
where you're going and when -- you know, when
you need to leave to get there, that's a really
simple example, but in order to do that, we
know all those things. So I think that that's
something that's going to change your life
in really meaningful ways. And I think you'll
see an almost unimaginable number of services
and applications that just use that kind of
data, where you are, who else is there, what
are they doing, and so on.
And I think computers aren't doing a good
job of that now. Like, your phone doesn't
know that this is not a good time to interrupt
you. I mean, that's almost a trivial thing
to know. But, again, for us, you know, solving
that actually required changing a privacy
policy, right, which we've now done. And you'll
now see those kinds of things roll out. But
that's why I'm -- you know, I'm keen to see
the innovation happen on the Internet, and
for amazing things to happen that really empower
you as an individual, to a lot of the things
that you're spending time on now, you know,
managing your life, managing your schedule,
managing -- thinking of queries to do to Google.
You know, Google Now, we're telling you, these
are things you're interested in. You know,
you -- when you turn on your phone to check
what's the exchange rate, Google Now just
tells you what it is. Or it's, you know, how
much cash to get out of the ATM, right, because
you don't know, like, do I get out $10,000
-- 10,000 real, or 5,000? Or whatever the
number is. When you turn on your phone, it
just tells you that, because it knows that's
what you want.
So I think there's a lot of things we spend
time doing today that we'll be able to automate
and really make a lot better than we do now.
>>Campbell Brown: Real quick, do we have one
more?
Yeah, right over here. Step up to the microphone.
>>Larry Page: Two.
>>Campbell Brown: She -- yeah, she beat you
to it. I'm sorry.
[ Laughter ]
>>Campbell Brown: This is our future.
>>Larry Page: You can line up. At the company,
we line up.
>>Brittany Wenger: I'm Brittany from the Google
Science Fair, and I was wondering how you
thought the role of the emerging social media
would impact the future search algorithms.
>>Larry Page: I think it's really important
to know, again, who you're with, what the
community is. It's really important to share
things. It's really important to know the
identity of people so you can share things
and comment on things and improve the search
ecosystem, you know, as you, as a real person.
And so I think all those things are absolutely
crucial. That's why we've worked so hard on
Google+, on making an important part of search.
Again, on maps, we don't see that as something
like's like a separate dimension that's never
going to play into search. When you search
for things, you want to know what kinds of
things your friends have looked at or recommended
or wrote about or shared. I think that's just
kind of an obvious thing. So I think, you
know, in general, I think if the Internet's
working well, the information that's available
will be shared with lots of different people
and different companies and turned into experiences
that work well for everyone.
You know, Google's gotten where it is by searching
all the world's information, not just a little
bit of it; right? And, in general, I think
people have been motivated to get that information
searchable, because then we deliver users
to those people with information.
So, in general, I think that's the right way
to run the Internet as a healthy ecosystem.
I think social data is obviously important
and useful for that. We'd love to make use
of that in every way we can.
>>Campbell Brown: Do we have time for one
more?
>>Larry Page: Yeah.
>>Campbell Brown: Real quick?
Do you....
>>> I'm Dan (saying name).
Are you having fun? And if so, where are you
having the most fun?
>>Larry Page: Yeah. I think -- yeah, I'm having
a lot of fun. I think that -- I feel that
we have tremendous -- as a company, we can
-- we have tremendous positive impact on the
world and we are involved in a lot of important
stuff, and trying to guide it in a good direction.
You know, if you look at -- obviously, there's
a lot of controversy over the YouTube Muslim
videos and all this kind of stuff. And I think,
you know, we have some principles about that,
and we stick with them. I think that's an
important thing for the world. And I just
really think that's fun. It's hard. You know,
it's not that it's not a hard thing to do
to navigate through all those kinds of things.
But it's also very rewarding. And I think
it's important. And I think we have a -- somewhat
of a social mission, which most other companies
do not. Again, I think that's why people like
working for us and why people like using our
services. So I think it's a win-win for us,
but in some way unique in corporate culture.
I think also for me, I think I see a lot of
impact that I'm having just making sure we're
setting long-term goals and really executing
against those. You know, when we started -- when
we bought Android as a company, it was about
12 people. There were no smartphones. We were
pretty sure that was the right thing to do.
That was not obvious to most people. So I
think we're making a lot of bets like that
which I think will add a lot of productivity
to the world, a lot of benefit to the world.
And, frankly, I don't see a lot of other people
willing to make those kind of investments.
And kind of things that people think are more
risky, long-term things, in my experience,
they're not that risky. I think we have a
pretty good track record on them. And they're
also not that costly.
So, for me, that's very powerful, because
I feel we have a lot of resource to do that,
and we have a lot of execution capability
to really make things real.
>>Campbell Brown: That's a great question
to end on, Dan.
>>Larry Page: Yes.
>>Campbell Brown: Larry, thank you for letting
us grill you. It's been fun
>>Larry Page: Yeah. Thank all of you for coming.
>>Campbell Brown: Thank you, everybody.
[ Applause. ]
