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專訪谷歌CEO拉里?佩奇:為何霸主級科技公司會走向衰敗

專訪谷歌CEO拉里?佩奇:為何霸主級科技公司會走向衰敗

Miguel Helft 2014年12月12日
谷歌首席執(zhí)行官拉里?佩奇表示,,那些失敗的科技公司在改善已有業(yè)務上表現(xiàn)出色,但由于不擅長重塑自身,,進而令人遺憾地走向衰退,。

????為什么要在最近的管理結(jié)構(gòu)重組中讓后起之秀桑德爾?皮采負責大部分谷歌產(chǎn)品,?

????我每天只有24個小時,因此應該盡可能把工作委派出去,。我與桑德爾共事了很長時間,。我不久前開始意識到,由于公司的組織結(jié)構(gòu)所致,,每天我都得處理大量產(chǎn)品決策的問題,,而他可以在其中幫上很大忙,這可以把我解放出來,,我就能做更多事情了,。

????曾經(jīng)擔任福特(Ford)和波音(Boeing)首席執(zhí)行官的艾倫?穆拉利加入谷歌董事會,出任佩奇的新一任首席管理顧問,,這種安排出于何種考慮,?

????我很激動能試著和他共處更長時間,并真正學到一些他在高效順暢地運營公司上的經(jīng)驗,。我覺得我在這方面做得很棒,,但我的意思是,他在這方面更加出色,,有一些地方值得我學習,。

????為何谷歌為移動設備開發(fā)的新款電子郵件應用Inbox擁有提醒這類特色功能,可以讓特定信息在不同時段自動彈出,?

????你知道,,這個團隊正在試著做的事情之一,就是真正讓用戶方便地關(guān)注自己要做的事情,。日常生活中我們會用到便利貼(Post-It),。為什么要有這個?我的意思是,,這有點荒謬,。我們用它,,是因為軟件這方面的功能做得還不夠好。實際上在許多時候,,人們還會發(fā)郵件給自己,。仔細想想,這真令人抓狂,。這真的不是設計郵件的本意,,隨著時間的推移,這款產(chǎn)品似乎有些迷失,。我覺得這就是一個例證,,說明當你在考慮移動產(chǎn)品時,需要解決的可能會是其他問題,。

????請你回顧一下谷歌最初的使命:“整合全球信息,,使人人皆可訪問并從中受益”。

????我覺得這個使命的范圍有點狹隘,,我們正試著看如何拓展它,。不過我確實認為,我們就這個問題已經(jīng)討論了一段時間,,我們在做什么已經(jīng)很明顯了,。

????我們也在試著做一些其他人不太會嘗試的事情,在一些重要的領(lǐng)域押下重注,。我們想真正實現(xiàn)那些創(chuàng)想,,并保證它們是偉大的產(chǎn)品,能夠?qū)τ脩?、對世界產(chǎn)生積極的作用,。

????我感覺我們是在未知的領(lǐng)域探索,因為我們嘗試的事情不太一樣,。你知道,,我不能去看其他公司然后說:“噢,我們也做個類似的東西,?!?/p>

????對我來說,世界作為一個整體是相當精彩的,。當我看見一些重要事物,,比如自動駕駛汽車,又甚至是搜索本身時,,我就會問:我們真的有足夠的資源來進入這些領(lǐng)域嗎,?我不覺得有,。我們還需要更多的資源才能改進這些產(chǎn)品,。(財富中文網(wǎng))

????譯者:嚴匡正

????On the recent reorganization that put the fast-rising Sundar Pichai in charge of most Google products:

????I only have 24 hours in a day, and any time I can delegate some things, I should. I’ve been working with Sundar for a long time. And I just started to realize that a lot of the stuff that came to me because of our organizational structure around some of the product decision-making that happens day-to-day, he could do a tremendous job of, and that would free me up then to do more things.

????On former Ford and Boeing CEO Alan Mulally, Google’s newest board member, who has become Page’s latest go-to advisor on management issues:

????I’m excited about trying to spend more time with him and really learn the lessons he’s learned about how to run organizations well and efficiently. And I think I do a pretty good job of that, but I mean, he’s like an A+ on that scale, and I think there are things I can learn from him.

????On why Inbox—the company’s new, mobile-first email application—has features like reminders that make certain message pop up at different times:

????You know one of the things they’re trying to do is really make it easier to keep track of tasks. We have Post-It notes. Why do we have those? I mean it’s kind of ridiculous. We have them because the software is not that good yet. A lot of times people actually will send an email to themselves, which is kind of insane when you think about it. It’s not really designed for that, and it gets lost after a while. So I think that’s one of the examples, when you’re really thinking about mobile, the kind of problems you need to solve are different.

????On Google’s original mission to “organize the world’s information and make it universally accessible and useful”:

????I think the mission statement is probably a little bit too narrow and we’re thinking about how to do that a little more broadly. But I do think we’ve been talking about it for a while and I think it’s pretty obvious what we’re doing.

????We’re also trying to do something that not many other people seem to be trying to do, which is to make some big bets on some important areas. To make those things really real and to make sure they’re great products for people and they have real positive impact on people and the world.

????I feel a little bit we’re in uncharted territory. Because I think that what we’re trying to do, you know I can’t just look to another company and say, “Oh, we should do roughly what another company is doing.”

????To me it feels like the world as a whole is very subscale. When I see important things like the self-driving cars or even search itself, and I say is there really enough resource going into that. And I don’t think that there is. It could use a lot more resource to make those things better.

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